A Quote by Emanuel Azenberg

The short-term problems are economic - royalties, unions, irresponsible management. The long-term problems are artistic, and they started 40 years ago with the advent of television and the upgrading of films.
The most important thing that a company can do in the midst of this economic turmoil is to not lose sight of the long-term perspective. Don't confuse the short-term crises with the long-term trends. Amidst all of these short-term change are some fundamental structural transformations happening in the economy, and the best way to stay in business is to not allow the short-term distractions to cause you to ignore what is happening in the long term.
Britain can choose, as others are, short term fixes and more stimulus. Or we can lead the world with long-term solutions to long-term problems.
A lot of problems stem from a desire to avoid discomfort. For example, people who fear failure often avoid new challenges in an effort to keep anxiety at bay. Avoiding emotional discomfort, however, is usually a short-term solution that leads to long-term problems.
The World Wide Web is precisely what we were trying to PREVENT. We long ago foresaw the problems of one-way links, links that break (no guaranteed long-term publishing), no way to publish comments, no version management, no rights management.
People don't like the idea of thinking long term. Many are desperately seeking short term answers because they have money problems to be solved today.
Sometimes the manager must perform with the courage and agility of a circus performer, carefully crossing the highwire between short-term problems and long-term objectives.
In the early 1980s, the government of New Zealand fell into the hands of true believers, globalist believers, and they embraced the theory of inevitability perhaps more completely than anybody else. And it solved in the very short term some of their debt problems, but in the medium- and long-term, it left them in real economic trouble.
Management is all about managing in the short term, while developing the plans for the long term.
You can't grow long-term if you can't eat short-term. Anybody can manage short. Anybody can manage long. Balancing those two things is what management is.
The dominance of short-term perspectives has led to routine decisions in the markets that sacrifice the long-term buildup of genuine value in pursuit of artificial, short-term gains.
Poor decision making in government; the tragedy of short-term economic thinking; our national housing crisis: these are real 21st Century problems for our country. They are problems that can only be solved by genuinely fearless thinking about our natural environment.
I focused my mind and energies on short-term Trump problems, which allowed me to avoid thinking about my own long-term Trump problem of having given him the benefit of the doubt for more than a decade, despite having many reasons not to.
I want to take a long-term view. Being distracted by short term things can be dangerous when you are making cold, calm, long-term decisions.
Capitalism is a wonderful economic engine, but it assigns little value to long-term projects or societal problems.
Being captive to quarterly earnings isn't consistent with long-term value creation. This pressure and the short term focus of equity markets make it difficult for a public company to invest for long-term success, and tend to force company leaders to sacrifice long-term results to protect current earnings.
We don't really look at the stock, you know? Because for us, it's about the long term. And so we're very much focused on long-term shareholder value but not the short-term kind of stuff.
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