Gil Kane Quotes

The way you continue to be a successful business is you don't wait for the car to go off the cliff. You have to manage yourself. And make sure you do it in the right way so you are not making decisions in crisis.

We live in such a service-based, globalised economy where very few people actually make anything and the people who do make stuff... it's all part of a massive global supply chain. So what if all those chains were suddenly cut, how would you make something? How would you keep people alive? And that was something I wanted to explore.

Strong organizations with strong risk controls will survive and prosper.

The Volkswagen Group has proved that it can remain firmly on track even when the terrain is slippery.

This crash is not going to have much effect on business.

Despite PAL's troubles in the late 1990s, we were fortunate to have steered the company to clearer skies.

Assuming normal winter weather, we currently anticipate the coal markets to remain difficult through 2015; while we always strive to operate a full capacity in this environment, it may be necessary to delay our production growth to match the market.

In my view, Asian countries have learnt the lessons from the past and significantly enhanced their capabilities to fend off risks.

Family preparedness has been a long-established welfare principle.

If the power goes out, business stops... whether you sell roses or you're a big manufacturer.

The key to Operations at Wal-Mart is their ability to maintain the highest standards while at the same time getting things done with lockstep execution.

My organization, my colleagues and I, are paid to run hotels in good times and fair times. We're professionals. That's what we do. I don't give a damn about the short-term market implications.

In a disaster you have to have speed. In order to have speed, you have to have trust. And in order to have trust, you have to have people organized and planning before the disaster.

Emergency does not create power.

Not having a country with a financial crisis in the year is a pretty big deal to me. But something that didn’t happen is not something that people will focus on.

Are our problems moving faster than our ability to solve them?

Fire management resembles public health. There is ample money and will for response when the crisis is at hand, But little for the patient labor of prevention, vaccinations, and general wellness. Worse the costs of emergencies is stripping away all resources for everything else.

I write this letter because I wish you to believe of us (as we certainly believe of you) that we are doing the very best we can. You do not receive arms from us as fast as you need them; but it is because we have not near enough to meet all the pressing demands; and we are obliged to share around what we have, sending the larger share to the points which appear to need them most. As to Kentucky, you do not estimate that state as more important than I do; but I am compelled to watch all points

There is a cost for investing in pandemic preparedness, but a much bigger cost for not investing in it.

We have paid a huge price for our media being unable to frame the virus as a problem with a time dimension and one necessitating trade-offs.

If a financial institution has business operations in the United States, hires people in the United States, if they are clogged with illiquid assets, they have the same impact on the American people as any other institution.

Issues like security threats, declining traffic, high insurance premiums, rising fuel costs, among others, call for individual strengths to be aligned towards regional stability.

I will take personal responsibility for transporting the 20,000 ventilators anywhere in this country that they want, once we are past our apex. But don't leave them sitting in a stockpile, and say well we're going to wait and see how we allocate them across the country.

We ought to prioritize national disasters... in a fiscally responsible way.

I can't see the film industry coming to a grinding halt any time soon. I think we may be more open to negotiations and things like that, but I think the art world tends to thrive in times of recession.