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The two worst strategic mistakes to make are acting prematurely and letting an opportunity slip; to avoid this, the warrior treats each situation as if it were unique and never resorts to formulae, recipes or other people's opinions.
Business is war! Its leaders are strategic commanders, who boldly snatch victory from the jaws of defeat - and who perform other acts of derring-do. This kind of talk sounds great in the boardroom, and, for that matter, in the bookstore, where dozens of authors counsel would-be corporate warriors.
Microsoft, Apple, Facebook all bought huge patent portfolios to further their strategic game. They're doing what I'm doing!
The strategic adversary is fascism... the fascism in us all, in our heads and in our everyday behavior, the fascism that causes us to love power, to desire the very thing that dominates and exploits us.
In early 1961 a new president, John F. Kennedy, was told by military leaders and civilian officials that the Kingdom of Laos - of no conceivable strategic importance to the U.S. - required the presence of American troops and perhaps even tactical nuclear weapons. Why? Because if Laos fell, Asia would go red from Thailand to Indonesia.
Those who remember Washington's cold war culture in the 1980s will recall the shocked reactions to Reagan's intervention. People interested in foreign policy were astonished when in 1985 he met alone at Geneva - alone, not a single strategic thinker at his elbow! - with the Soviet Communist master Gorbachev.
Online, you can become much more than a reactive donor - you can become a proactive, strategic, collaborative philanthropist, improving your giving every day by tapping into the wealth of philanthropic resources available at the tap of a keyboard or the click of a mouse.
The U.S. is looking to India as more then just a marketplace for our defense products, but as a technology, aerospace and strategic partner for our future endeavors.
In the long run, we need to build a leadership force of people. We have a whole strategy around not only providing folks with the foundational experience during their two years with us, but also then accelerating their leadership in ways that is strategic for the broader education reform movement.
Cyber attacks are not what makes the cool war 'cool.' As a strategic matter, they do not differ fundamentally from older tools of espionage and sabotage.