A Quote by Ralph Merkle

If you look at the various strategies available for dealing with a new technology, sticking your head in the sand is not the most plausible strategy. — © Ralph Merkle
If you look at the various strategies available for dealing with a new technology, sticking your head in the sand is not the most plausible strategy.
A change of strategy suggests there is a strategy. I don't see a strategy that deals with - that concerns with dealing wit with ISIL overall. There is some sort of strategy for dealing with it in Iraq. I'm not sure there is one in Syria. And Libya is another problem altogether.
Sticking your head in the sand might make you feel safer, but it’s not going to protect you from the coming storm.
I think being able to be malleable is a great weapon and I'm a very, very good strategist. I create the most amazing strategies in my head and I have created the most extraordinary strategies in my head for my career.
The single most damaging misconception about strategy is that it is a set of financial performance goals. The so-called "strategies" created by many managements are nothing more than three-to-five year financial performance forecasts. They are then labeled "strategy" and shipped off to the board of directors which goes through the motions of discussing how big the numbers are. Strategy is not your aspirations. Strategy is concerned with how you will arrange your actions and resources to punch through the challenges you face.
Most of the time, strategies should not be formulating strategy at all; they should be getting on with implementing strategies they already have.
Most of the experts agree that strategy will have to become more "adaptive", meaning that strategies will change faster based on information from people on the corporation's front lines - dealing with customers, fending off competitors. This won't represent a new revolution, but rather the continued speeding up of the one that's been going on. Everything will move faster, and competitive advantage disappear more quickly than ever.
Value investing strategies have worked for years and everyone's known about them. They continue to work because it's hard for people to do, for two main reasons. First, the companies that show up on the screens can be scary and not doing so well, so people find them difficult to buy. Second, there can be one-, two- or three-year periods when a strategy like this doesn't work. Most people aren't capable of sticking it out through that.
Any first-generation technology will. But we are looking at carbon the same way we look at every pollutant under the Clean Air Act; we look for the new technologies that are available. We recognize that these power plants are going to be around for decades.
With only 2 percent of the world's oil reserves, oil isn't enough. This country needs an all-out, all-of-the-above strategy that develops every available source of American energy. A strategy that's cleaner, cheaper, and full of new jobs.
The technology is good and it's bad. You know what you're dealing with out there musically, but my head stops at this electronic stuff. I don't quite know what I'm dealing with out there yet.
Technology to wipe out truth is now available. Not everybody can afford it but it's available. When the cost comes down, look out!
If you're a Democrat and 'The New York Times' is calling for your head, you know it's time for an exit strategy.
Look at climate change; don't put your head in the sand. Understand that it is going to have profound effects on our resources and so much else.
Most lives are a flight from selfhood. Most prefer the truths of the stable. You stick your head into the stanchions and munch contentedly until you die. Others use you for their purposes. Not once do you look outside the stable to lift your head and be your own creature.
One does not succeed by sticking to convention. When your opponent can easily anticipate every move you make, your strategy deteriorates and becomes commoditized.
If your strategy calls for you to be in America, then you will go into America. If your strategy calls for you to be in M&A, then you'll do an acquisition. You usually acquire a company to acquire technology, geographic advantage, etc. Similarly, geographic expansion is very much like M&A. It's done to advance a strategy.
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