A Quote by Michael Spence

Actions aimed at supporting deleveraging and balance-sheet repair - such as recognizing losses, writing down assets, and recapitalizing banks - carry longer-term benefits but short-term costs.
Politicians and the government have become too interested in short-term gains. Of course, if you look at the direct financial returns in the short term, human space flight is expensive. But they need to look longer term.
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.
Business is all about learning to balance the short-term, medium-term and long-term and I think it's when things are going well it covers up a lot of mistakes and bad decisions because you're growing so quickly.
The fate of the soil system depends on society's willingness to intervene in the market place, and to forego some of the short-term benefits that accrue from 'mining' the soil so that soil quality and fertility can be maintained over the longer term.
It's nice to have short-term to medium-term things that we can apply and see real change in our products, but also have longer-term, five to 10 year goals that we're working toward.
Any strategy that involves crossing a valley accepting short-term losses to reach a higher hill in the distance will soon be brought to a halt by the demands of a system that celebrates short-term gains and tolerates stagnation, but condemns anything else as failure. In short, a world where big stuff can never get done.
Most people... find a disorientating mismatch between the long-term nature of their liabilities and the increasingly short-term nature of their assets.
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.
As a responsible consumer brand, we have not just built for the short term, but build for longer-term relationships.
Reforms aimed at increasing an economy's flexibility are always hard - and even more so at a time of weak growth - because they require eliminating protections for vested interests in the short term for the sake of greater long-term prosperity.
In the aftermath of September 11, it has been made clear to us that our foreign policy can no longer afford to narrowly focus on short-term benefits. For our nation's long-term security, we must be active in promoting American values abroad through our foreign policy.
Perl is another example of filling a tiny, short-term need, and then being a real problem in the longer term.
The real problem at the moment is that the banks - because of their existing culture, which is frankly anti-business, obsession with short-term trading profits, not focusing on the long term - are throttling the recovery of British industry.
Our goal is long-term growth in revenue and absolute profit - so we invest aggressively in future innovation while tightly managing our short-term costs.
There is great effort to balance the short term with the long term. How are we trying to achieve sustained success? That includes success now.
If owning stocks is a long-term project for you, following their changes constantly is a very, very bad idea. It's the worst possible thing you can do, because people are so sensitive to short-term losses. If you count your money every day, you'll be miserable.
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