‘A strategy is not a goal like maximizing shareholder value or keeping America safe from terrorism. It’s not even a plan. It is a design — a coherent approach to defining and solving a particular problem, in which the different elements have to work together.’
And on Postrel’s analysis of Apple, that’s what it’s doing well.
‘So if you really want to be like Apple, drop the fluff- filled vision statements and magical wishes. Pretend your company’s existence is at stake, coldly evaluate the environment, and make choices. Stop thinking of strategy as meaningless verbiage or financial goals and treat it as a serious design challenge.’
Here are two quotations from Henry Kissinger:
“The purpose of bureaucracy is to devise a standard operating procedure which can cope effectively with most problems. A bureaucracy is efficient if the matters which it handles routinely are, in fact, the most frequent and if its procedures are relevant to their solution. If those criteria are met, the energies of the top leadership are freed to deal creatively with the unexpected occurrence or with the need for innovation. Bureaucracy becomes an obstacle when what it defines as routine does not address the most significant range of issues or when its prescribed mode of action proves irrelevant to the problem.”
and:
“Moreover, the reputation, indeed the political survival, of most leaders depends on their ability to realize their goals, however these may have been arrived at. Whether these goals are desireable is relatively less crucial.”
