A Quote by Peter Drucker
The next thing to be said about what long-range planning is not, is that it does not deal with future decisions. It deals with the futurity of present decisions. Decisions exist only in the present. The question that faces the long-range planner is not what we should do tomorrow.
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Strategic planning is the continuous process of making present entrepreneurial (risk-taking) decisions systematically and with the greatest knowledge of their futurity; organizing systematically the efforts needed to carry out these decisions; and measuring the results of these decisions against the expectations through organized, systematic feedback.
There is no such thing as a future decision. There are only present decisions that affect the future.
Decisions exist only in the present.
I try to avoid long-range plans and visions - that way I can more easily deal with anything new that comes up without having pre-conceptions of how I should deal with it. My only long-range plan has been and still is just the very general plan of making Linux better.
Medical care is one of the only sectors in which Americans are asked to make significant, long-term decisions without knowing the exact price of those decisions up front. Americans deserve to make informed decisions about their medical options.
The moral decisions of others should be treated with respect, as long as such decisions do not conflict with the principle of tolerance.
My ultimate goal is to create operating systems for myself that allow me to think as little as possible about the silly decisions you can make all day long - like what to eat or where we should meet - so I can focus on making real decisions.
Many of life's decisions are hard. What kind of career should you pursue? Does your ailing mother need to be put in a nursing home? You and your spouse already have two kids; should you have a third?such decisions are hard for a number of reasons. For one the stakes are high. There's also a great deal of uncertainty involved. Above all, decisions like these are rare, which means you don't get much practice making them. You've probably gotten good at buying groceries, since you do it so often, but buying your first house is another thing entirely.
My ultimate goal is to create operating systems for myself that allow me to think as little as possible about the silly decisions you can make all day long - like what to eat or where we should meet - so I can focus on making real decisions. Because mental energy is a finite quantity.
Parts of you die with every decision you have to make. It becomes about making decisions between bad decisions and worse decisions.
Yet our interests, the interests of the Russian Federation, include the normalisation of relations with Japan, which is not at the bottom of the agenda. The whole range of what will be proposed for a solution, the entire range of matters related to the normalisation of our relations and what that would bring after normalisation, this is the whole range of issues to be discussed and decided, and those decisions should be of a practical nature.
You don't make spending decisions, investment decisions, hiring decisions, or whether-you're-going-to-look-for-a-job decisions when you don't know what's going to happen.
International summits and organisations like WTO take decisions, which will bind us and if we are not present in such summits, we may be hurt by the decisions taken.
International summits and organisations like WTO take decisions, which will bind us, and if we are not present in such summits, we may be hurt by the decisions taken.
Well there are tough decisions necessary in budgets. I agree there are tough decisions necessary to ensure the long-term health of the budget. What I don't accept and will never accept is that those decisions must be unfair as a matter of course.
If we decide rightly what to do, or use a correct procedure for making such decisions, that has to be because the decisions or the procedure rest on good reasons, and these reasons consist in the apprehension of truths about what we ought to do. Because these truths must constitute reasons for our decisions, and because in the rational order, reasons must always precede the decisions based on them, the truth conditions of claims about what we ought to cannot be reduced to, or constructed out of, decisions about what to do, or procedures for making such decisions.
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