Business Insight Quotes

Whenever I am in a difficult situation where there seems to be no way out, I think about all the times I have been in such situations and say to myself, "I did it before, so I can do it again.

The type of person you are is usually reflected in your business. To improve your business, first improve yourself.

Success comes from the inside out. In order to change what is on the outside, you must first change what is on the inside.

When you work on something that only has the capacity to make you 5 dollars, it does not matter how much harder you work – the most you will make is 5 dollars.

If a tree’s strength is judged while it is still a seed, it is mistaken as weak.

Today is a new day and it brings with it a new set of opportunities for me to act on. I am attentive to the opportunities and I seize them as they arise. I have full confidence in myself and my abilities. I can do all things that I commit myself to. No obstacle is too big or too difficult for me to handle because what lies inside me is greater than what lies ahead of me. I am committed to improving myself and I am getting better daily. I am not held back by regret or mistakes from the past. I am moving forward daily. Absolutely nothing is impossible for me.

This is the real power of habit: the insight that your habits are what you choose them to be.

Art isn't only a painting. Art is anything that's creative, passionate, and personal. And great art resonates with the viewer, not only with the creator. What makes someone an artist? I don't think is has anything to do with a paintbrush. There are painters who follow the numbers, or paint billboards, or work in a small village in China, painting reproductions. These folks, while swell people, aren't artists. On the other hand, Charlie Chaplin was an artist, beyond a doubt. So is Jonathan Ive, who designed the iPod. You can be an artists who works with oil paints or marble, sure. But there are artists who work with numbers, business models, and customer conversations. Art is about intent and communication, not substances. An artists is someone who uses bravery, insight, creativity, and boldness to challenge the status quo. And an artists takes it personally. That's why Bob Dylan is an artist, but an anonymous corporate hack who dreams up Pop 40 hits on the other side of the glass is merely a marketer. That's why Tony Hsieh, founder of Zappos, is an artists, while a boiler room of telemarketers is simply a scam. Tom Peters, corporate gadfly and writer, is an artists, even though his readers are businesspeople. He's an artists because he takes a stand, he takes the work personally, and he doesn't care if someone disagrees. His art is part of him, and he feels compelled to share it with you because it's important, not because he expects you to pay him for it. Art is a personal gift that changes the recipient. The medium doesn't matter. The intent does. Art is a personal act of courage, something one human does that creates change in another.

The moment you will start considering market research as an ongoing process of your business, you will start uncovering so many hidden insights.

Every entrepreneur should go meditate in a forest — they'll gain business insights there that they couldn't get anywhere else.

7 keys to getting more things done: 1 start 2 dont make excuses 3 celebrate small steps 4 ignore critics 5 be consistent 6 be open 7 stay positive

Pivoting is not the end of the disruption process, but the beginning of the next leg of your journey.

Seven Ways To Get Ahead in Business: 1. Be forward thinking 2. Be inventive, and daring 3. Do the right thing 4. Be honest and straight forward 5. Be willing to change, to learn, to grow 6. Work hard and be yourself 7. Lead by example

No obstacle is so big that one person with determination can't make a difference.

What we need to know about loving is no great mystery. We all know what constitutes loving behavior; we need but act upon it, not continually question it. Over-analysis often confuses the issue and in the end brings us no closer to insight. We sometimes become too busy classifying, separating, and examining, to remember that love is easy. It's we who make it complicated.

The real challenge is for each of us to determine where we feel we can make the most impact.

When you present your brand consistently people come to know what to expect from you and ultimately look to you for insights and leadership in your niche.

To make a decision, all you need is authority. To make a good decision, you also need knowledge, experience, and insight.

As Consultants, we add immense value. With our insights, we are able to give quality guidance to companies, businesses, governments, organizations, municipalities, groups and individuals - and ultimately provide them with resources to help them make better choices. And with everyone making better choices, the world is a better place.

Disruptors don't have to discover something new; they just have to discover a practical use for new discoveries.

Once you have analyzed data, you have to mine that data to find insights from it. At this point, you can involve your marketing or product team to work with the data analysis team.

Let market research be a permanent, ongoing part of your business strategy.

All the data you have collected is of no use if you don’t know how to gain insights from it, how to make profitable decisions with the help of this, and how to put your data into action.

A sense of control can fuel motivation, but for that drive to produce insights and innovations, people need to know their suggestions won’t be ignored, that their mistakes won’t be held against them. And they need to know that everyone else has their back.

If you believe you can change—if you make it a habit—the change becomes real. This is the real power of habit: the insight that your habits are what you choose them to be. Once that choice occurs—and becomes automatic—it’s not only real, it starts to seem inevitable.

If you know how to be happy with the wonders of life that are already there for you to enjoy, you don't need to stress your mind and your body by striving harder and harder, and you don't need to stress this planet by purchasing more and more stuff. The Earth belongs to our children. We have already borrowed too much from it, from them; and the way things have been going, we're not sure we'll be able to give it back to them in decent shape. And who are our children, actually? They are us, because they are our own continuation. So we've been shortchanging our own selves. Much of our modern way of life is permeated by mindless overborrowing. The more we borrow, the more we loser. That's why it's critical that we wake up and see we don't need to do that anymore. What's already available in the here and now is plenty for us to be nourished, to be happy. Only that kind of insight will get us, each one of us, to stop engaging in the compulsive, self-sabotaging behaviors of our species. We need a collective awakening. One Buddha is not enough. All of us have to become Buddhas in order for our planet to have a chance. Fortunately, we have the power to wake up, to touch enlightenment from moment to moment, in our very own ordinary and, yes, busy lives. So let's start right now. Peace is your every breath.

Millions of business people are each constantly forced to choose between their desire to not be a bad person and their desire to be a good business person, that is to say, to make as much money as they possibly can by maximizing their revenue while minimizing the cost of producing whatever it is that they sell.

The difference between successful and unsuccessful people is that successful ones know that the most unprofitable thing ever manufactured is an excuse.

At the heart of all sales and marketing is the ability to create demand even in the absence of logic.

Lifelong learning is no longer a luxury but a necessity for employment.

Execution is everything. Even if you start a business with the wrong idea or too many competitors, you can out-execute all the better ideas in the right market.

I once told someone not to go into business with someone, and a year later, after he didn't listen, he was bankrupt and near divorce. I once told a popular actress, who everyone constantly praised, to not join a certain group. A few years later, that group was accused of heinous acts, and that actress told me she wished she had listened to my advice. Her career tanked. I once told a popular musician to choose relationship over her career for this one person. She didn't, and now 10 years later, she is still single, but her career tank. Her ex had moved on. I believe that I would be an oracle or seer if I lived during the Greek and Roman times. But then again, I believe my insights come from experience, clarity, and the understanding of humankind. And sometimes from a strong sense of knowing. - Strong by Kailin Gow on Following Your Guts, Strong Intuition

I watch Bloomberg because I can trust that the people I see on Bloomberg will present me with actionable and insightful information that will help me be a better leader in business.

Many of us learned that keeping busy…kept us at a distance from our feelings...Some of us took the ways we busied ourselves—becoming overachievers & workaholics—as self esteem…But whenever our inner feeling did not match our outer surface, we were doing ourselves a disservice…If stopping to rest meant being barraged with this discrepancy, no wonder we were reluctant to cease our obsessive activity.

We are the visionaries, inventors, and artists. We think differently, see the world differently, and solve problems differently. It is from this difference that the dyslexic brain derives its brilliance.

For their never-ending endeavours to obtain or retain wealth, countries desperately need companies, because they—unlike most human beings—have the means of production, and human beings, because they—unlike all companies—have the means of reproduction.

We, in the interest of the so-called progress, have been persuaded to leave the production and at times the cooking of our food to companies whose owners and employees make a living by exploiting our busyness or laziness and our innate hunger to continue living.

Every threat to the status quo is an opportunity in disguise.

You have a choice: pursue your dreams, or be hired by someone else to help them fulfill their dreams.

God is always in the business of healing and restoration, no matter how bad the circumstances might be.

The purpose of mining data is to deduce insights and solve real world business problems.

How often does it occur that information provided you on morning radio or television, or in the morning newspaper, causes you to alter your plans for the day, or to take some action you would not otherwise have taken, or provides insight into some problem you are required to solve?

The great muckraker Upton Sinclair had expressed a deep insight into the relationship between the world of ideas and the world of practical men: ‘It is difficult to get a man to understand something, when his salary depends on his not understanding it.’34

**New business concepts are always, always the product of lucky foresight.** That's right - the essential insight doesn't come out of any dirigiste planning process; it comes form some cocktail of happenstance, desire, curiosity, ambition and need. But at the end of the day, there has to be a degree of foresight -- a sense of where new riches lie. So radical innovation is always one part fortuity and one part clearheaded vision. [first-line bold by author] [2002] p.23

All businesses -- no matter if they make dog food or software -- don't sell products, they sell solutions.

To be successful, innovation is not just about value creation, but value capture.

You'll never know how close you are to victory if you give up.

The most important tool you have on a resume is language.

No one who ever led a nation got there by following the path of another.

Speed to fail should be every entrepreneur's motto. When you finally find the one idea that can't be killed, go with it.

Insight and drive are all the skills you need. Everything else can be hired.

Success doesn't teach as many lessons as failure

It is not incumbent on the world to conform to your vision of change. It is up to you to explain the future in terms that those living in the past and present can follow.

There are just some kind of men who're so busy worrying about the next world they've never learned to live in this one.

If you are going to dream then dream big, why spend time dreaming small?

Much of publishing (and any business) is a matter of making the right connection with the right person at the right time at the right place. You can’t make that connection working alone in your office at your computer or curled up with your legal pad writing your story.

...Why are corporations so fleeting?...Instead of imitating the freewheeling city, these businesses minimize the very interactions that lead to new ideas. They erect walls and establish hierarchies. They keep people from relaxing and having insights. They stifle conversations, discourage dissent, and suffocate social networks. Rather than maximizing employee creativity they become obsessed with minor efficiencies.

Entrepreneurship is when an individual retrieves a red hot idea from the creativity furnace without the constraint of the heat of lean resources, and with each persistent blow of the innovation hammer shapes the still malleable idea against the anvil of passion, vision, insight, strategy, and principles to forge a fitting vessel of a creative concern.

Writing hasn’t changed a thing; when the writer puts down the pen, no matter how lucid or brutally honest his insights may have been, it is back to business as usual, which means, in this case, shooting up. This is depressing, but its honesty heartens me. It disallows the delusion that the act of writing necessarily connects us to humanity, that it will help us quit noxious substances, that it will restore us to love lost, or at least serve as a consolation. Literature is not, after all, self-help.

you can’t empathize, if you can’t or aren’t willing to put yourself into someone else’s place with all the compassion and insight you can muster—to find their character through your own character—you have no business calling yourself a fiction writer.

In the grief that comes with recognizing what happened to us, we often feel there is nowhere to turn for solace…We do things to keep it away, such as becoming overly busy or using drugs or alcohol to numb our feelings. When we are caught up in resistance, we do not feel hope, but when we surrender to our sadness fully, hope trickles in.

As business leaders we need to understand that lack of data is not the issue. Most businesses have more than enough data to use constructively; we just don't know how to use it. The reality is that most businesses are already data rich, but insight poor.

Awareness is a gentle beauty. It hovers around me like a fairy, pointing to those things I would miss if I didn't look past the obvious and on the other side of busy.

The majority of people are not willing to risk what they have built for the opportunity to have something better.

Would you rather work forty hours a week at a job you hate or eighty hours a week doing work you love?

Starting each day with a positive mindset is the most important step of your journey to discovering opportunity.

A career is just a longer trip with a whole lot more baggage.

A free and open Internet is a despot's worst enemy.

Our world's future is far more malleable and controllable than most people realize.

An average idea enthusiastically embraced will go farther than a genius idea no one gets.

A disruptor finds opportunity and profit from his misfortunes.

Problems are just businesses waiting for the right entrepreneur to unlock the value.

Most startup failures result from entrepreneurs who are better at making excuses than products.

Data has no ego and makes an excellent co-pilot.

Smart entrepreneurs learn that they must fail often and fast.

Data may disappoint, but it never lies.

Be the best at what you do or the only one doing it.

Your energy is a valuable resource, distribute it wisely.

In short, you can’t have the truths without the Truth. Either Jesus is telling the truth about Himself, or He is lying about everything else too. None of this business about Jesus being merely an enlightened Buddha of sorts, offering wiser-than-average insights into how to live a healthy, balanced life. None of this quoting Jesus in order to make your own point about justice or fairness or peace on earth when you don’t really believe what Jesus said about Himself.

Thus far, our responsibility for how we treat chickens and allow them to be treated in our culture is dismissed with blistering rhetoric designed to silence objection: “How the hell can you compare the feelings of a hen with those of a human being?” One answer is, by looking at her. It does not take special insight or credentials to see that a hen confined in a battery cage is suffering, or to imagine what her feelings must be compared with those of a hen ranging outside in the grass and sunlight. We are told that we humans are capable of knowing just about anything that we want to know—except, ironically, what it feels like to be one of our victims. We are told we are being “emotional” if we care about a chicken and grieve over a chicken’s plight. However, it is not “emotion” that is really under attack, but the vicarious emotions of pity, sympathy, compassion, sorrow, and indignity on behalf of the victim, a fellow creature—emotions that undermine business as usual. By contrast, such “manly” emotions as patriotism, pride, conquest, and mastery are encouraged.

the Lean Startup is a new way of looking at the development of innovative new products that emphasizes fast iteration and customer insight, a huge vision, and great ambition, all at the same time.

Companies should monitor key performance indicators (KPIs) because they provide critical insights into the health and success of the business. Regular KPI tracking helps companies make data-driven decisions, identify areas for improvement, and stay aligned with their strategic goals, ultimately contributing to sustained growth and profitability.

Bohr, for his part, supple pragmatist and democrat that he was, never an absolutist, heard once too often about Einstein’s personal insight into the gambling habits of the Deity. He scolded his distinguished colleague finally in Einstein’s own terms. God does not throw dice? “Nor is it our business to prescribe to God how He should run the world.”502

But for all their differences, shyness and introversion have in common something profound. The mental state of a shy extrovert sitting quietly in a business meeting may be very different from that of a calm introvert—the shy person is afraid to speak up, while the introvert is simply overstimulated—but to the outside world, the two appear to be the same. This can give both types insight into how our reverence for alpha status blinds us to things that are good and smart and wise.

This style of teaching reflects the business community,” one fifth-grade teacher in a Manhattan public school told me, “where people’s respect for others is based on their verbal abilities, not their originality or insight. You have to be someone who speaks well and calls attention to yourself. It’s an elitism based on something other than merit.

Do you think they’ll target her as well as you? Surely if you simply stay away from the gel, she’ll be safe?” “But I don’t propose to stay away from her,” Reynaud said. “Ah.” Vale stared at him for a moment, and then a wide smile spread across his face. “Like that, is it?” “That,” Reynaud snarled, “is none of your business.” “Indeed?” Vale was grinning like an idiot now. “Well, well, well.” “What is that supposed to mean?” “I have no idea. I just like saying it. Well, well, well. Makes one sound uncommonly insightful.

How often does it occur that information provided you on morning radio or television, or in the morning newspaper, causes you to alter your plans for the day, or to take some action you would not otherwise have taken, or provides insight into some problem you are required to solve? For most of us, news of the weather will sometimes have consequences; for investors, news of the stock market; perhaps an occasional story about crime will do it, if by chance it occurred near where you live or involved someone you know. But most of our daily news is inert, consisting of information that gives us something to talk about but cannot lead to any meaningful action...You may get a sense of what this means by asking yourself another series of questions: What steps do you plan to take to reduce the conflict in the Middle East? Or the rates of inflation, crime and unemployment? What are your plans for preserving the environment or reducing the risk of nuclear war? What do you plan to do about NATO, OPEC, the CIA, affirmative action, and the monstrous treatment of the Baha’is in Iran? I shall take the liberty of answering for you: You plan to do nothing about them. You may, of course, cast a ballot for someone who claims to have some plans, as well as the power to act. But this you can do only once every two or four years by giving one hour of your time, hardly a satisfying means of expressing the broad range of opinions you hold. Voting, we might even say, is the next to last refuge of the politically impotent. The last refuge is, of course, giving your opinion to a pollster, who will get a version of it through a desiccated question, and then will submerge it in a Niagara of similar opinions, and convert them into—what else?—another piece of news. Thus, we have here a great loop of impotence: The news elicits from you a variety of opinions about which you can do nothing except to offer them as more news, about which you can do nothing.

...innocence is not safe in a civilization like ours, where a man must practice a 'ruled undemonstrative distrustfulness' in order to defend himself against traps. This 'ruled undemonstrative distrustfulness' is not confined to business men, but exists everywhere. We all exercise it. I know I do, and I should be surprised if you, who are listening to me, didn't. All we can do (and Melville gives us this hint) is to exercise it consciously, as Captain Vere did. It is unconscious distrustfulness that corrodes the heart and destroys the heart's insight, and prevents it from saluting goodness.

Beaming into the thick of a tree without becoming a lifelong tree hugger was a tricky business. A precision job. Scrooby’s job at the Time Saving Agency was a tough one. Billions of lives depended on him not screwing up. Literally billions and billions. Once, he’d screwed up in only a very small way and people wore those little yellow smiley faces on t-shirts for decades afterwards – and that was just a small screw up. He sighed. Here he sat, in the branches of an apple tree in an apple tree orchard – and without a single apple in sight. Below him, Isaac was waiting to get bonked on the noggin with an apple so that he could fulfill history by toddling off to invent gravity and shape scientific and mathematical principles for generations to come. Only one problem – no apples.

Rikki looked over at me. “Why now?" she asked, looking back at Arly. “Why is this happening now?" "Hard to say." Arly [therapist] replied. "DID usually gets diagnosed in adulthood. Something happens that triggers the alters to come out. When Cam's father died and he came in to help his brother run the family business he was in close contact with his mother again. Maybe it was seeing Kyle around the same age when some of the abuse happened. Cam was sick for a long time and finally got better. Maybe he wasn't strong enough until now to handle this. It's probably a combination of things. But it sure looks like some of the abuse Cam experienced involved his mother. And sexual abuse by the mother is considered to he one of the most traumatic forms of abuse. In some ways it's the ultimate betrayal.

The Lean Startup asks people to start measuring their productivity differently. Because startups often accidentally build something nobody wants, it doesn’t matter much if they do it on time and on budget. The goal of a startup is to figure out the right thing to build—the thing customers want and will pay for—as quickly as possible. In other words, the Lean Startup is a new way of looking at the development of innovative new products that emphasizes fast iteration and customer insight, a huge vision, and great ambition, all at the same time.

The pull of fascist politics is powerful. It simplifies human existence, gives us an object, a “them” whose supposed laziness highlights our own virtue and discipline, encourages us to identify with a forceful leader who helps us make sense of the world, whose bluntness regarding the “undeserving” people in the world is refreshing. If democracy looks like a successful business, if the CEO is tough-talking and cares little for democratic institutions, even denigrates them, so much the better. Fascist politics preys on the human frailty that makes our own suffering seem bearable if we know that those we look down upon are being made to suffer more. Navigating the tensions created by living in a state with a democratic sphere of governance, a nondemocratic hierarchical economic sphere, and a rich, complex civil society replete with organizations, associations, and community groups adhering to multiple visions of a good life can be frustrating. Democratic citizenship requires a degree of empathy, insight, and kindness that demands a great deal of all of us. There are easier ways to live.

But psychology is passing into a less simple phase. Within a few years what one may call a microscopic psychology has arisen in Germany, carried on by experimental methods, asking of course every moment for introspective data, but eliminating their uncertainty by operating on a large scale and taking statistical means. This method taxes patience to the utmost, and could hardly have arisen in a country whose natives could be bored. Such Germans as Weber, Fechner, Vierordt, and Wundt obviously cannot ; and their success has brought into the field an array of younger experimental psychologists, bent on studying the elements of the mental life, dissecting them out from the gross results in which they are embedded, and as far as possible reducing them to quantitative scales. The simple and open method of attack having done what it can, the method of patience, starving out, and harassing to death is tried ; the Mind must submit to a regular siege, in which minute advantages gained night and day by the forces that hem her in must sum themselves up at last into her overthrow. There is little of the grand style about these new prism, pendulum, and chronograph-philosophers. They mean business, not chivalry. What generous divination, and that superiority in virtue which was thought by Cicero to give a man the best insight into nature, have failed to do, their spying and scraping, their deadly tenacity and almost diabolic cunning, will doubtless some day bring about. No general description of the methods of experimental psychology would be instructive to one unfamiliar with the instances of their application, so we will waste no words upon the attempt.

What would normal people think if they knew what went on in a writer's mind below the surface? They'd think him even more around the bend than they had previously supposed if they could see the witches' cauldron of images and memories boiling up from the subconscious, impressions whirling in from without, ideas and insights bursting up like bubbles and gone again before they can be seized. And the hopelessness of the business, the whole infuriating, exhausting, fascinating business of grabbing something out of the turmoil and imposing upon it some faint shadow or rumor of the order, pattern and rhythm of the world.

This style of teaching reflects the business community,” one fifth-grade teacher in a Manhattan public school told me, “where people’s respect for others is based on their verbal abilities, not their originality or insight. You have to be someone who speaks well and calls attention to yourself. It’s an elitism based on something other than merit.” “Today the world of business works in groups, so now the kids do it in school,” a third-grade teacher in Decatur, Georgia, explained. “Cooperative learning enables skills in working as teams—skills that are in dire demand in the workplace,” writes the educational consultant Bruce Williams.

Like our other needs, meaning is an inherent expectation. Its denial has dire consequences. Far from a purely psychological need, our hormonees and nervous systems clock its presence or absence. As a medical study in 2020 found, the "presence [of] and search for meaning in life are important for health and well-being." Simply put, the more meaningful you find your life, the better your measures of mental and physical health are likely to be. It is itself a sign of the times that we even need such studies to confirm what our experience of life teaches. When do you feel happier, more fulfilled, more viscerally at ease: when you extend yourself to help and connect with others, or when you are focused on burnishing the importance of your little egoic self? We all know the answer, and yet somehow what we know doesn't always carry the day. Corporations are ingenious at exploiting people's needs without actually meeting them. Naomi Klein, in her book No Logo, made vividly clear how big business began in the 1980s to home in on people's natural desire to belong to something larger than themselves. Brand-aware companies such as Nike, Lululemon, and the Body Shop are marketing much more than products: they sell meaning, identification, and an almost religious sense of belonging through association with their brand. "That pressuposes a kind of emptiness and yearning in people," I suggested when I interviewed the prolific author and activist. "Yes," Klein replied. "They tap into a longing and a need for belonging, and they do it by exploiting the insight that just selling running shoes isn't enough. We humans want to be part of a transcendent project.

But I must remind you, it was before you that I lost my self-respect, and gained a boundless sense of guilt. (Recollecting this boundlessness I once wrote of someone, ‘He feared the shame that would outlive him.’)  I couldn’t suddenly change when I was with other people; indeed with other people I felt even more guilty because of your attitude towards them – I felt implicated in this and I had to atone for your words.  And you always spoke badly of people that I had dealings with – sometimes openly, sometimes secretly – and I had to atone for that as well.  In business and in the family you tried to instil a mistrust of people in my mind (when I admired someone, you buried him with criticism).  And you could do this without it weighing you down (you were strong enough for that) though your attitude might just have been a lordly affectation.  But your mistrust was misplaced, with my childish eyes I couldn’t see what you  saw: for everywhere there were extraordinary, unmatchable people – so instead I gained a mistrust of myself, and an abiding fear of everyone.  So in this respect your influence on me was absolute.  And you didn’t see that; possibly because you had not experienced my sort of dealings with people, and so you were doubtful and jealous (but do I deny that you loved me?) and you thought that I had found some sort of compensation elsewhere, for you couldn’t imagine that I lived in the outside world as I did in your presence. Yet as child I found some comfort in my mistrust of my judgement: I doubted my insight, I said to myself, ‘Like all children you exaggerate, you feel little things too much and believe they have great weight.’  But this comfort dwindled as I grew up and has almost vanished. Equally

Given an area of law that legislators were happy to hand over to the affected industries and a technology that was both unfamiliar and threatening, the prospects for legislative insight were poor. Lawmakers were assured by lobbyists a) that this was business as usual, that no dramatic changes were being made by the Green or White papers; or b) that the technology presented a terrible menace to the American cultural industries, but that prompt and statesmanlike action would save the day; or c) that layers of new property rights, new private enforcers of those rights, and technological control and surveillance measures were all needed in order to benefit consumers, who would now be able to “purchase culture by the sip rather than by the glass” in a pervasively monitored digital environment. In practice, somewhat confusingly, these three arguments would often be combined. Legislators’ statements seemed to suggest that this was a routine Armageddon in which firm, decisive statesmanship was needed to preserve the digital status quo in a profoundly transformative and proconsumer way. Reading the congressional debates was likely to give one conceptual whiplash. To make things worse, the press was—in 1995, at least—clueless about these issues. It was not that the newspapers were ignoring the Internet. They were paying attention—obsessive attention in some cases. But as far as the mainstream press was concerned, the story line on the Internet was sex: pornography, online predation, more pornography. The lowbrow press stopped there. To be fair, the highbrow press was also interested in Internet legal issues (the regulation of pornography, the regulation of online predation) and constitutional questions (the First Amendment protection of Internet pornography). Reporters were also asking questions about the social effect of the network (including, among other things, the threats posed by pornography and online predators).

You’re so bright, Trav, and so intuitive about people. And you have … the gift of tenderness. And sympathy. You could be almost anything.” “Of course!” I said, springing to my feet and beginning to pace back and forth through the lounge. “Why didn’t I think of that! Here I am, wasting the golden years on this lousy barge, getting all mixed up with lame-duck women when I could be out there seeking and striving. Who am I to keep from putting my shoulder to the wheel? Why am I not thinking about an estate and how to protect it? Gad, woman, I could be writing a million dollars a year in life insurance. I should be pulling a big oar in the flagship of life. Maybe it isn’t too late yet! Find the little woman, and go for the whole bit. Kiwanis, P.T.A., fund drives, cookouts, a clean desk, and vote the straight ticket, yessiree bob. Then when I become a senior citizen, I can look back upon …” I stopped when I heard the small sound she was making. She sat with her head bowed. I went over and put my fingertips under her chin. I tilted her head up and looked down into her streaming eyes. “Please, don’t,” she whispered. “You’re beginning to bring out the worst in me, woman.” “It was none of my business.” “I will not dispute you.” “But … who did this to you?” “I’ll never know you well enough to try to tell you, Lois.” She tried to smile. “I guess it can’t be any plainer than that.” “And I’m not a tragic figure, no matter how hard you try to make me into one. I’m delighted with myself, woman.” “And you wouldn’t say it that way if you were.” “Spare me the cute insights.

Managerial abilities, bureaucratic skills, technical expertise, and political talent are all necessary, but they can be applied only to goals that have already been defined by military policies, broad and narrow. And those policies can be only as good as strategy, operational art of war, tactical thought, and plain military craft that have gone into their making. At present, the defects of structure submerge or distort strategy and operational art, they out rightly suppress tactical ingenuity, and they displace the traditional insights and rules of military craft in favor of bureaucratic preferences, administrative convenience, and abstract notions of efficiency derived from the world of business management. First there is the defective structure for making of military decisions under the futile supervision of the civilian Defense Department; then come the deeply flawed defense policies and military choices, replete with unnecessary costs and hidden risks; finally there come the undoubted managerial abilities, bureaucratic skills, technical expertise, and political talents, all applied to achieve those flawed policies and to implement those flawed choices. By this same sequence was the fatally incomplete Maginot Line built, as were all the Maginot Lines of history, each made no better by good government, technical talent, careful accounting, or sheer hard work. Hence the futility of all the managerial innovations tried in the Pentagon over the years. In the purchasing of weapons, for example, “total package” procurement, cost plus incentive contracting, “firm fixed price” purchasing have all been introduced with much fanfare, only to be abandoned, retried, and repudiated once again. And each time a new Secretary of Defense arrives, with him come the latest batch of managerial innovations, many of them aimed at reducing fraud, waste, and mismanagement-the classic trio endlessly denounced in Congress, even though they account for mere percentage points in the total budget, and have no relevance at all to the failures of combat. The persistence of the Administrator’s Delusion has long kept the Pentagon on a treadmill of futile procedural “reforms” that have no impact at all on the military substance of our defense. It is through strategy, operational art, tactical ingenuity, and military craft that the large savings can be made, and the nation’s military strength greatly increased, but achieving long-overdue structural innovations, from the central headquarters to the combat forces, from the overhead of bases and installations to the current purchase of new weapons. Then, and only then, will it be useful to pursue fraud, waste, and mismanagement, if only to save a few dollars more after the billions have already been saved. At present, by contrast, the Defense Department administers ineffectively, while the public, Congress, and the media apply their energies to such petty matters as overpriced spare parts for a given device in a given weapon of a given ship, overlooking at the same time the multibillion dollar question of money spent for the Navy as a whole instead of the Army – whose weakness diminishes our diplomatic weight in peacetime, and which could one day cause us to resort to nuclear weapons in the face of imminent debacle. If we had a central military authority and a Defense Department capable of strategy, we should cheerfully tolerate much fraud, waste, and mismanagement; but so long as there are competing military bureaucracies organically incapable of strategic combat, neither safety nor economy will be ensured, even if we could totally eliminate every last cent of fraud, waste, and mismanagement.