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“With proper strategy, if you enter a war, you can defeat even the biggest army otherwise you can be defeated by even the smallest army.”
― Pooja Agnihotri, 17 Reasons Why Businesses Fail :Unscrew Yourself From Business Failure

“To be on the same page, we need to be in the same book.”
― Rahul Guhathakurta

“A Strategy, no matter how beautifully crafted, has to be executed by and with the people. Therefore, Invest in the people. Communicate the vision and strategy to them. Give them the opportunity to demonstrate how their day-to-day activities contribute to the organisation's strategy”
― Benjamin Kofi Quansah, CGMS

“Board of Directors members should each bring something unique to the table; and they should share their uniqueness with the rest of the board to inform key decisions.”
― Hendrith Vanlon Smith Jr.

“Dream big, make a strategy, work hard, and stand out from the crowd.”
― Nitin Namdeo

“Everyone has skills and talent, but not everyone has a strategy.”
― Nitin Namdeo

“Every desire demands a strategy. Desire without a strategy is just a waste of time.”
― Nitin Namdeo

“One who has a strategy is never disappointed but full of confidence and enthusiasm.”
― Nitin Namdeo

“Even the person who says “I don’t know how but I will achieve thisâ€� also has a strategy.”
― Nitin Namdeo

“No strategy works until it is executed.”
― Nitin Namdeo

“Without strategy, execution is aimless. Without execution, strategy is useless.”
― Morris Chang

“Most companies are notoriously bad at executing strategy. This is mainly due to a lack of focus on what’s most important to improve and a low sense of urgency for action. People struggle to prioritize important, long-term, strategic efforts against the crisis of the day. As a result, they fail to reach their growth potential.”
― Calvin L. Williams, FIT: The Simple Science of Achieving Strategic Goals

“In setting a goal that stretches the organization's existing capabilities, leaders initiate a journey that will require advancement in science, technology, engineering, and talent that would otherwise remain stagnant.”
― Calvin L. Williams, FIT: The Simple Science of Achieving Strategic Goals

“Many organizations fail to set goals that inspire transformation. Instead, they settle for a 10% improvement that comes mainly from doing the same thing but a little better.”
― Calvin L. Williams, FIT: The Simple Science of Achieving Strategic Goals

“Some companies have built up enormous inventories of talent and genius, only to saddle them into mediocrity with weak goals and a lack of ambition at the top. Why not dream bigger?”
― Calvin L. Williams, FIT: The Simple Science of Achieving Strategic Goals

“FIT was defined based on the collective learnings of a century of Scientific Management and decades of hands-on experience working inside some of the world's leading companies like Nestle, Mars, the Military Industrial Base, the Clorox Company, and several others to enable more successful achievement of corporate goals.”
― Calvin L. Williams, FIT: The Simple Science of Achieving Strategic Goals

“As existing companies struggle to find ways to cope with unprecedented change, leaders must learn to proactively self-disrupt in a controlled fashion before they are disrupted against their will”
― Calvin L. Williams, FIT: The Simple Science of Achieving Strategic Goals

“People need to be challenged to reach their potential. They need work that inspires them to do and become better. Jim Rohn, entrepreneur and author said, "The ultimate reason for setting goals is to entice you to become the person it takes to achieve them." In other words, the result is only part of the reward.”
― Calvin L. Williams, FIT: The Simple Science of Achieving Strategic Goals

“Organizations need systematic approaches to creating alignment and managing achievement. Leaders within organizations own these responsibilities. Alan Branche, the author of a book called Implementation, said, "Strategy execution is the responsibility that makes or breaks executives" We look to our leaders to lead us to a better station in life first and foremost. There is an unwritten contract to followership. We trust our leaders to call their shot and make it.”
― Calvin L. Williams, FIT: The Simple Science of Achieving Strategic Goals

“We look to our leaders to lead us to a better station in life first and foremost. There is an unwritten contract of followership. We trust our leaders to call their shot and make it.”
― Calvin L. Williams, FIT: The Simple Science of Achieving Strategic Goals

“Agile brought the power of iteration to the forefront. It sought to recover what the Lean and Six Sigma world somehow lost. Instead of building a massive plan that is rife with assumptions that will hopefully lead you to your destination, just set a relatively short-term goal and iterate your way there.”
― Calvin L. Williams, FIT: The Simple Science of Achieving Strategic Goals

“Continuous Improvement is often thought of as a set of tools and principles to be applied to how work is done on the frontlines. However, companies that thrive develop a culture of Continuous Improvement that permeates every level, job, and aspect of how the organization operates.”
― Calvin L. Williams, FIT: The Simple Science of Achieving Strategic Goals

“A leader must focus on critical decisions that drive disproportionate value.
Proportionate value needs no leader or strategy.”
― Krishna Sagar Rao

“Designing a core value system is fundamental to organizational culture. It is top-down when it has to be executed.”
― Krishna Sagar Rao

“Agile Strategy Execution decentralizes knowledge and control so everyone can make the best choices for improvement within their domain in the context of what is most important for the business to improve.”
― Calvin L. Williams, FIT: The Simple Science of Achieving Strategic Goals

“Many companies approach management and improvement from a standpoint that being wrong is unacceptable, therefore incentivizing a bias for favorable results from each activity or else consequences shall be dealt to the one who attempted change.”
― Calvin L. Williams, FIT: The Simple Science of Achieving Strategic Goals

“Setting a Challenge is part art and part science. It is a choice that provides direction for improvement but should require high coordination to overcome the natural inclination to decline into division and chaos.”
― Calvin L. Williams, FIT: The Simple Science of Achieving Strategic Goals

“Many companies approach management and improvement from a standpoint that being wrong is unacceptable, therefore incentivizing bias for favorable results from each activity or else consequences shall be dealt to the one who attempted change.”
― Calvin L. Williams, FIT: The Simple Science of Achieving Strategic Goals