Strategy is a pattern in a stream of decisions

I describe management as arts, crafts and science. It is a practice that draws on arts, craft and science and there is a lot of craft - meaning experience - there is a certain amount of craft meaning insight, creativity and vision, and there is the use of science, technique or analysis.

Strategy is not the consequence of planning, but the opposite: its starting point.

Most of the time, strategies should not be formulating strategy at all; they should be getting on with implementing strategies they already have.

An unsuccessful manager blames failure on his obligations; the effective manager turns them to his own advantage. A speech is a chance to lobby...a visit to an important customer a chance to extract trade information.

Strategy-making is an immensely complex process involving the most sophisticated, subtle, and at times subconscious of human cognitive and social processes.

So technologies, whether it is a telephone or an iPhone, computers in general or automobiles, television even, all individualize us. We all sit in front of our iPhones and communicating but are we really communicating?