The question that faces the strategic decision maker is not what his organisation should do tomorrow. It is, what do we have to do today to be ready for an uncertain tomorrow?
What the customer buys and considers value is never a product. It is always utility, that is, what a product or a service does for the customer.
There is no perfect strategic decision. One always has to pay a price. One always has to balance conflicting objectives, conflicting opinions, and conflicting priorities. The best strategic decision is only an approximation - and a risk.
Business purpose and business mission are so rarely given adequate thought is perhaps the most important cause of business frustration and failure.
If you have more than five goals, you have none.