A Quote by Reid Hoffman
The key issue when you're looking at cost cutting is to always plan for the future.
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The first set of questions to ask yourself when you're doing cost cutting is relatively straightforward, which is, you know, can you use the necessity of cost cutting as an opportunity to do pruning or trimming for projects that aren't being as successful? But, you know, frequently those are the easy ones. I mean, there's always some kind of social costs internal to the company, but that's the easy way of looking at the future.
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I can't tell you how many board meetings I've been in where the CEO is anguished over the impacts on morale that cost cutting or layoffs will bring about. You know what hurts morale even more than cost-cutting and layoffs? Going out of business.
You know, the key issue is that city issues are not to be put in a box and say well, that's what the mayor wants. They're Canadian issues. Cities account for 75 percent of our GDP. If you don't have a plan for cities, it means you don't have a plan for the economy.
Truly world-class firms are always examining their business processes and continuously seeking solutions to improve in key areas, such as lead time reduction, cost cutting, exceeding customer expectations, streamlining processes, shortening time to market for new products, and managing the global operation.
The entire plan for the future has its key in the resurrection.
It's often hope, hopeful movie making. You're always looking for catchphrases. That's always funny, when you're looking for that future line. "Uh oh, future line. Okay."
As a believer, I know that Jesus Christ has a plan and it's not going to be my plan. It's not always succeeding and looking back it's amazing looking back to see how God works in mysterious ways, not always good ways, rough ways but those rough times, those rough patches, and those swamps and all those things that I went through are looking back, were such an incredible life lessons for me not only to shape and build me as an athlete but most importantly, my character as a person.
The past cannot remember the past. The future can't generate the future. The cutting edge of the instant right here and now is always nothing less than the totality of everything there is.
Businesses across the country are raising their prices in order to compensate for their added costs due to Obama's health care plan. If they aren't raising prices, they're cutting jobs as a result of the added cost, both of which hurt our economy.
In the future, instead of striving to be right at a high cost, it will be more appropriate to be flexible and plural at a lower cost. If you cannot accurately predict the future then you must flexibly be prepared to deal with various possible futures.
I have always thought that one man of tolerable abilities may work great changes, and accomplish great affairs among mankind, if he first forms a good plan, and, cutting off all amusements or other employments that would divert his attention, make the execution of that same plan his sole study and business.
The President's proposed privatization plan would jeopardize that security by cutting guaranteed benefits for future retirees and endangering the benefits of current retirees, people with disabilities, and children who have lost a parent.
The Presidents proposed privatization plan would jeopardize that security by cutting guaranteed benefits for future retirees and endangering the benefits of current retirees, people with disabilities, and children who have lost a parent.
Trump has a pro-economic-growth tax plan, and we are sensitive to the cost of that plan.
What I see in the corporate sector is very clearly an issue of a major shortfall in the issue of, what some people call confidence, but whatever you want to call it. Clearly people are looking out in the very distant future and they are saying that it is too complex.
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