I am not afraid of an army of lions led by a sheep; I am afraid of an army of sheep led by a lion.
Secret your purposes, and you shall have the world at your feet.
Never tell anyone what you're going to do till you've done it.
The supreme art of war is to subdue the enemy without fighting.
If you know the enemy and know yourself, you need not fear the result of a hundred battles.
All warfare is based on deception.
In the midst of chaos, there is also opportunity.
Appear weak when you are strong, and strong when you are weak.
The greatest victory is that which requires no battle.
Victorious warriors win first and then go to war, while defeated warriors go to war first and then seek to win.
Let your plans be dark and impenetrable as night, and when you move, fall like a thunderbolt.
He who is prudent and lies in wait for an enemy who is not, will be victorious.
Keep your friends close, but your enemies closer.
Revenge is a dish best served cold.
In war, events of importance are the result of trivial causes.
Best block, no be there.
The battlefield is a scene of constant chaos. The winner will be the one who controls that chaos, both his own and the enemy's.
Never interrupt your enemy when he is making a mistake.
Make haste slowly.
Revenge is a dish that tastes best when it is cold.
War is the continuation of politics by other means.
The best strategy is always to be very strong.
When you play a game of thrones you win or you die. There is no middle ground.
We may be likened to two scorpions in a bottle, each capable of killing the other, but only at the risk of his own life.
The man who wins out and survives does so only because of superior science and strategy.
He who defends everything defends nothing.
It is pardonable to be defeated, but never to be surprised.
The art of war is simple enough. Find out where your enemy is. Get at him as soon as you can. Strike him as hard as you can, and keep moving on.
I don't underrate the value of military knowledge, but if men make war in slavish obedience to rules, they will fail.
The essence of strategy is choosing what not to do.
A firm that is stuck in the middle is in an extremely poor strategic situation.
Competitive strategy is about being different. It means deliberately choosing a different set of activities to deliver a unique mix of value.
The only way to beat the competition is to stop trying to beat the competition.
Value innovation is the cornerstone of blue ocean strategy. It is called value innovation because instead of focusing on beating the competition, you focus on making the competition irrelevant.
Instead of focusing on beating the competition, focus on making the competition irrelevant by creating a leap in value for buyers and your company.
The stock market is a no-called-strike game. You don't have to swing at everything — you can wait for your pitch.
The number-one corporate strategy for disruptive innovation is to create a market where none exists.
A strategic inflection point is a time in the life of a business when its fundamentals are about to change.
Strategy is about making specific choices to win in the marketplace.
A strategy is a coordinated and integrated set of five choices: a winning aspiration, where to play, how to win, core capabilities, and management systems.
If a strategy can be applied to any company, it's not a very good strategy.
Bad strategy is not simply the absence of good strategy. It grows out of specific misconceptions and leadership dysfunctions.
The kernel of a strategy contains three elements: a diagnosis, a guiding policy, and coherent action.
Good strategy works by focusing energy and resources on one, or a very few, pivotal objectives whose accomplishment will lead to a cascade of favorable outcomes.
Your margin is my opportunity.
If you're competitor-focused, you have to wait until there is a competitor doing something. Being customer-focused allows you to be more pioneering.
In infinite games, the primary objective is to keep playing, to perpetuate the game.
Finite players play within boundaries; infinite players play with boundaries.
The defining characteristic of the outsider CEOs was that they were rational, pragmatic, and opportunistic.
In the end, what matters is the increase in per share value, not the growth in overall revenues or earnings.
