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Every company has to identify what I call its strategic resources, and make sure that it grabs as much of its strategic resources as possible.

Strategic partnership is based on a shared set of values.

A strategy is something like, an innovative new product; globalization, taking your products around the world; be the low-cost producer. A strategy is something you can touch; you can motivate people with; be number one and number two in every business. You can energize people around the message.

It's important to have a really clear strategy so when you are in business, you only have to make micro-strategy changes.

A strategy delineates a territory in which a company seeks to be unique.

There's a conventional wisdom that says that strategic thinking is much more important than relationship building, which doesn't seem to be nearly as highly valued as it should be, based on what some of the leaders that I've spoken with have said to me.

Most firms are hierarchical in nature, with everyone getting different slices of the economic pie. The problem is those slices are negotiated every time a firm raises a new fund, so in between funds, which is most of the time, the partners are trying to outgun one another to make a stronger case for themselves.

CIOs have earned a strategic seat at the table, but now they've got to hold that seat - and the only way they can do that is to converse in the language of business value and business benefits and business outcomes that all align perfectly with the strategic agenda of the company.

Foreign policy will require a strategic agility that, whenever possible, gets ahead of problems, strengthens U.S. security and alliances, and promotes American interests and credibility.