Strategic Management: Tactics (Just the Quotes)

"But when one comes to the effect of the engagement, where material successes turn into motives for further action, the intellect alone is decisive. In brief, tactics will present far fewer difficulties to the theorist than will strategy." (Carl von Clausewitz, "On War", 1832)

"In a tactical situation one is able to see at least half the problem with the naked eye, whereas in strategy everything has to be guessed at and presumed." (Carl von Clausewitz, "On War", 1832)

"Strategy is concerned with the setting of an aim and the forming of schemes. Tactics are concerned with the execution of the schemes. Strategy is abstract, tactics are concrete. Expressing it in a popular way: Strategy requires thought, tactics require observation." (Dr. Max Euwe, "Strategy & Tactices in chess", 1937)

"A policy therefore might be likened to strategy, the broad, overall, long term conception which gives direction and purpose to the tactics of immediately daily operations and decisions." (Lawrence K. Frank, "National Policy for the Family", 1948)

"All organizations engage in the three basic activities of strategy, tactics, and logistics. Strategy defines the job. Tactics does the job. Logistics provides the resources to get the job done - not only material resources, but also manpower, funds, and data." (Robert L Siegel, 1987)

"Strategy means abstract thinking and planning, as opposed to tactics, which are the individual operations used to implement strategy. Tactics are specific; strategy is general. Tactics tend to be immediate, strategy long-term." (Bruce Pandolfini, "Weapons of Chess: An omnibus of chess strategy", 1989)

"But business fosters a particular fondness for tactics. That emphasis can lead to an imbalance that reduces the opportunities for success. We get so wrapped up in tactics - doing things to meet a quota or deadline, executing someone else's orders - that we miss the reason behind the tactics. Eventually the purpose of the tactic fades away, but the rules, quotas, deadlines, forms, and frustration remain." (Terry Richey, "The Marketer's Visual Tool Kit", 1994)

"One of the issues involved in moving strategy making down into the business organization concerns common understanding or focus. To carry out tactics, we do not need to share common objectives. But with strategy, we must interpret conditions, events, and actions in a similar manner to have any hope of creating a successful plan." (Terry Richey, "The Marketer's Visual Tool Kit", 1994)

"Strategy and tactics. Thinking and doing. Vision and execution. Whatever you call it, finding a balance between these two powerful forces of success remains a lifelong search for the best in any field: military leader, artist, baseball coach, or marketing manager." (Terry Richey, "The Marketer's Visual Tool Kit", 1994)

"The difference between strategy and tactics is that tactics get you down to the 'nitty-gritty' details of exactly how you are going to do the work." (James P Lewis, "Project Planning, Scheduling, and Control" 3rd Ed., 2001)

"However, the dynamic changes and laws should be understood, not only from the point of view of strategy and tactics but also from that of the time of the development of ideas." (Vlastimil Jansa, "Dynamics of Chess Strategy", 2003)

"Strategy and tactics often work hand in glove." (Vlastimil Jansa, "Dynamics of Chess Strategy", 2003)

"Tactical modeling identifies necessary operational systems, functional areas, or general project areas. Priorities for development are set at the tactical level." (Alan Chmura & J Mark Heumann, "Logical Data Modeling: What it is and How to do it", 2005)

"A good strategy is one that takes into account not only the requirements of the position, but also the opponent's strategy and tactics. Strategy lies between science and art. It supports the ability to evaluate positions, recognize patterns and imagine adequate plans." (Mihai Suba, "Dynamic Chess Strategy", 2010)

"Strategy requires thought, tactics require observation." (Max Euwe)