A Quote by Ralph Abernathy
The industrial landscape is already littered with remains of once successful companies that could not adapt their strategic vision to altered conditions of competition.
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Often in evolutionary processes a species must adapt to new conditions in order to survive. Today the atomic bomb has altered profoundly the nature of the world as we know it, and the human race consequently finds itself in a new habitat to which it must adapt its thinking.
Basically, the UBR is a relic of an earlier vision for UDDI. The original vision for UDDI was as a standard that would help companies conduct business with each other in an automated fashion. The idea was that companies could publish how they wanted to interact, and other companies could find that information and use it to establish a relationship.
The pace of change is so great, there is always something else going on. What that says to me is that you have to have strategic vision and peripheral vision. Strategic vision is the ability to look ahead and peripheral vision is the ability to look around, and both are important.
The other are the strategic, so-called strategic stocks that the United States and the other Western industrial countries have, which could put in as much as four million barrels a day of oil into the market pretty quickly.
The dustbin of history is littered with remains of those countries that relied on diplomacy to secure their freedom. We must never forget . . . in the final analysis . . . that it is our military, industrial and economic strength that offers the best guarantee of peace for America in times of danger.
Strategic planning is not strategic thinking. Indeed, strategic planning often spoils strategic thinking, causing managers to confuse real vision with the manipulation of numbers.
The successful human being is adaptable. We have to adapt to changes in weather. We have to adapt to changes in climate. We have to adapt to changing economic circumstances. People that don't have the flexibility to adapt or who are afraid of change or who oppose it are going to be left behind.
Successful strategic vision lay in the fact that we visualized the retail business to be much bigger, ahead of what others thought it to be.
Once the storm comes out, the landscape changes. What you had before is altered in some way. And you have a choice: build something new and better from what is left or abandon it.
The focus of our public discourse has been on how American companies are competing with Japanese, German, and other foreign companies. What this allows us to ignore is how each of those American companies is really in competition with the families of the workers. That's the real competition.
Tech companies have a finite lifespan: For the successful ones, an IPO or exit is never more than a few years off. But by recruiting locally and developing homegrown talent, companies can build something that remains after they're gone. People, skills and a culture of innovation persist.
I have observed that people make strategic plans for brands, businesses, and companies, but they are not always strategic about themselves.
Strategic planning is worthless - unless there is first a strategic vision.
While the law [of competition] may be sometimes hard for the individual, it is best for the race, because it insures the survival of the fittest in every department. We accept and welcome, therefore, as conditions to which we must accommodate ourselves, great inequality of environment, the concentration of business, industrial and commercial, in the hands of a few, and the law of competition between these, as being not only beneficial, but essential for the future progress of the race.
If, on the other hand, conservationists are willing to insist on having the best food, produced in the best way, as close to their homes as possible, and if they are willing to learn to judge the quality of food and food production, then they are going to give economic support to an entirely different kind of land use in an entirely different landscape. This landscape will have a higher ratio of caretakers to acres, of care to use. It will be at once more domestic and more wild than the industrial landscape.
Your retirement identity is of a successful person who creatively and efficiently manages your money and lifestyle to adapt to the ever changing economic and personal conditions of our time.
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