By The Late '90s, Those Who Were

The New Environment Dictates Two Rules: First, Everything Happens Faster; Second, Anything That Can Be Done Will Be Done, If Not By You, Then By Someone Else, Somewhere.

There's A Tendency At The Senior And Middle-manager Level To Be Too Big-picturish And Too Superficial. There Is A Phrase, "the Devil Is In The Details." One Can Formulate Brilliant Global Strategies Whose Executability Is Zero. It's Only Through Familiarity With Details - The Capability Of The Individuals Who Have To Execute, The Marketplace, The Timing - That A Good Strategy Emerges. I Like To Work From Details To Big Pictures.

I Think It Is Very Important For You To Do Two Things: Act On Your Temporary Conviction As If It Was A Real Conviction; And When You Realize That You Are Wrong, Correct Course Very Quickly.

Competition Is Warfare. Mostly It Is Played By Prescribed Rules--there Is A Sort Of Geneva Convention For Competition--but It's Thorough And Often Brutal.

Leaders Have To Act More Quickly Today. The Pressure Comes Much Faster.