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“You can talk all you want about having a clear purpose and strategy for your life, but ultimately this means nothing if you are not investing the resources you have in a way that is consistent with your strategy. In the end, a strategy is nothing but good intentions unless it's effectively implemented.”
― Clayton M. Christensen, How Will You Measure Your Life?

“The board, in collaboration with management, crafts a strategic roadmap that defines the specific steps required to achieve the vision. This roadmap translates the company's "why" and "when" into a practical "how," outlining key milestones, resource allocation, and performance metrics.”
― Hendrith Vanlon Smith Jr., Board Room Blitz: Mastering the Art of Corporate Governance

“Most of the institutions that come in to offer help after disaster don't have the resources to provide concrete help. . . . Donor communities invest billions funding peace talks and disarmament. Then they stop. The most important part of postwar help is missing: providing basic social services to people. Not having those resources might have been a reason men went to war in the first place; they crossed a border and joined an armed group because they didn't have jobs. In Liberia right now, there are hundreds of thousands of unemployed young people, and they're ready-made mercenaries for wars in West Africa. You'd think the international community would be sensible enough to know they should work to change this. But they aren't.”
― Leymah Gbowee, Mighty Be Our Powers: How Sisterhood, Prayer, and Sex Changed a Nation at War

“Real leaders focus resources in areas that provide the greatest opportunity rather than making across-the-board decisions.”
― Frank Sonnenberg, Follow Your Conscience: Make a Difference in Your Life & in the Lives of Others

“Here is the key point: Once you have determined how many projects you can support, and what mix of projects you need to support your strategy, similar projects must compete against other similar projects for budget and staff for the resources dedicated to that category of project. Let’s say that you have decided to allocate 20 percent of your available resources to positioning options. Any new candidate for getting resources that is a positioning option should compete for that 20 percent against all the other positioning projects. They shouldn’t compete against other kinds of options or against platform or enhancement launches. This ensures that you will pick only the very best positioning options for your portfolio. What’s more important, it gets you out of the constant tug-of-war between short-term and long-term projects. The strategic choice is how many of your resources you will put into each category. Then within each category, the very best projects should compete against one another for consideration.”
― Rita Gunther McGrath, The Entrepreneurial Mindset: Strategies for Continuously Creating Opportunity in an Age of Uncertainty