Edgar Fiedler Quotes

Plans are nothing; planning is everything.

Don't get stuck on a business plan just because it was your business plan.

In this business, you can't make any plans.

If there's one thing that's certain in business, it's uncertainty.

A forecasting game is a kind of simulation, a kind of scenario, a kind of teleconference, a kind of artifact from the future - and more - that enlists the participants as 'first-person forecasters.'

It doesn't always happen according to the way you have planned things out but I feel if you have covered most of the aspects, it does help out there in the middle.

How do Ferrari know what I'm doing next year when I don't know what I'm doing next week?

The key to making a good forecast is not in limiting yourself to quantitative information.

You can never plan the future by the past.

There's no point in making predictions. It's not worth speculating because nothing is set in stone and things change all the time in football. Today there are opportunities that no one knows if they will come round again in the future.

After all, the past is our only real guide to the future, and historical analogies are instruments for distilling and organizing the past and converting it to a map by which we can navigate.

I am incredibly bad at predicting the future; I am only smart enough to observe the present and listen to my intuition about tendencies.

Prediction is very difficult, especially if it's about the future.

This plan is subject to change without notice as all plans are.

If we have as a clear certainty with which to plan, total uncertainty, then that would be helpful.

One must not expect anything in these times, but be ready for everything.

All market response results from a reduction of uncertainty.

Nobody knows the future with certainty. We can, however, identify ongoing patterns of change.

Strategy is, at some level, the ability to predict what's going to happen, but it's also about understanding the context in which it is being formulated. And then you have to be open-minded to the fact that you're not going to get it right at the very beginning.

Foreseeing the future is always difficult.

It is such an uncertain universe out there that you have to create what I call 'real' options and develop capabilities that will enable you to deal with an environment that will change anyway.

We spend a lot of time and effort trying to figure out who's going to be a good NFL quarterback, and we do a very bad job of it. We don't really know. And we also spend a lot of time trying to figure out who will be a good teacher, and we're really bad at that too. We don't know if someone is going to be a good teacher when they start teaching. So what should we do in those situations in which predictions are useless?

The more adaptability exists for a given kind of decision, the less risky it is to make plans for the future, and therefore the more likely it is that more people will make more plans in such areas.

Nobody can really guarantee the future. The best we can do is size up the chances, calculate the risks involved, estimate our ability to deal with them and then make our plans with confidence.

It's a bad plan that can't be changed.