Andrew Grove Quotes

Well, you know, any defense force worth its salt has to be able to deal with uncertainty, has to be able to deal with events that we may not have planned for.

We are ready for an unforeseen event that may or may not occur .

I've been a politician long enough to know that every year will find us living in a situation that one couldn't have imagined a year previously. Sometimes it's better than we imagined, sometimes it's not as good.

The preparations are what they are. We're here. The storm is coming. We are as best prepared as we can be as the eye of the storm approaches.

The fact is that it is reasonable for us to say that there is going to be an emergency that happens in this country that we cannot budget for. Katrina is an example.

Before Katrina, it was a longstanding tradition in our country for political officials to wait until the last minute to warn, to take action, to evacuate. No more. With Irene, you had mass evacuations - mandatory ones - issued days ahead of time. That was the right thing to do.

Anything you say before a pandemic occurs sounds alarmist; anything you say after it occurs is inadequate.

There will always be days when we have to race to catch up to events we did not foresee, not because somebody is asleep at the switch, but because what’s going on is so complicated.

The bureaucracy needs to do more than one thing at a time. It’s appropriate to save people with helicopters, but it can’t be done to the exclusion of everything else.

In the military, we have known for decades, if not centuries, that the time to prepare, whether it's for a hurricane, a typhoon or strategic changes, is before they hit you

A government must always be prepared for the unexpected.

What is certain about the future is that even the best efforts to predict the conditions of future war will prove erroneous. What is important, however, is to not be so far off the mark that visions of the future run counter to the very nature of war and render American forces unable to adapt to unforeseen challenges.

Adaptability is a great asset to have because life is so unpredictable, and things can change overnight for any of us.

I learned one of the very important lessons in life in the 9/11 attacks. It's good to have a plan for your future; it's even better to write your plan in pencil.

Every day is different; you never know what to expect, and you have to be ready to pivot on a dime.

In life, you don't really know what's coming at you. Like a firefighter, or police officer, or anyone else working in the emergency field, they don't know what's going to come at them. You gotta be ready for anything.

In boxing and politics, you cannot predict results. You should be ready to go 12 rounds. But if you win in the first round, you should be ready to be the winner quickly.

It's kind of hard with two moves. I feel like you can't always be so predictable. You can be as strong or fast as you want, but speed-chop and power move aren't always going to work.

But this is sports entertainment, so things can change on a daily basis. For that reason you have to be ready to go at any time.

I always have a plan, but then I'm always ready to throw the plan out, and everyone's ready to make a radical left turn if necessary.

You can't make a recipe for something as complicated as surgery. Instead, you can make a recipe for how to have a team that's prepared for the unexpected.

To anticipate and prevent disasterous contingencies would be the part of wisdom and patriotism.

The FDA has formed a rapid response team.

The other big lesson from Katrina is that it pays to be prepared. But it's also very difficult to stay prepared because the longer you go between events the more you'll see complacency.

The question that faces the strategic decision maker is not what his organisation should do tomorrow. It is, what do we have to do today to be ready for an uncertain tomorrow?