Long-Range Planning Quotes

When I plan ahead, I don't just plan what I'm doing tomorrow. I also plan what I'm doing five years from now.

The next thing to be said about what long-range planning is not, is that it does not deal with future decisions. It deals with the futurity of present decisions. Decisions exist only in the present. The question that faces the long-range planner is not what we should do tomorrow.

Long-term planning is often undervalued by our indefinite short-term world.

If we think long term, we can accomplish things that we couldn't otherwise accomplish.

In order to be in control, you have to have a definite plan for at least a reasonable period of time. So how, may I ask, can man be in control if he can't even draw up a plan for a ridiculously short period of time, say, a thousand years, and is, moreover, unable to ensure his own safety for even the next day?

Whilst large organisations need foresight, they are also notorious in their bias for short term thinking, sometimes rejecting or even suppressing foresight.

For 'Inhuman,' it's a 'chess game' series. You have a lot of pieces moving different ways at once, and it's about what they do on their own and what happens when they collide into one another. It's about long-range planning, new character creation, and trying to really build things.

Long term thinking is so rare anywhere, but especially in startups. This is a huge advantage if you do it.

Nobody believes a weather prediction twelve hours ahead. Now we're being asked to believe a prediction that goes out 100 years into the future? And make financial investments based on that prediction? Has everybody lost their minds?

How hard it is to project oneself into the future. We are always prone to think of the conditions which are with us today as being permanent conditions.

Your health is a long-range investment that will pay-off when you need it most.

All depends really on what kinds of assumptions you make. When you're forecasting things that will be happening 50 to 100 years in the future, it's really hard to predict what's going to happen that far out, so you have to make a bunch of assumptions.

Unless more efforts based upon long-range planning are put into military preparations and operations, it will be very hard to win the final victory.

If progress is to be steady we must have long term guides extending far ahead.

A lot of missions for NASA or experiments on accelerators happen through a whole process of scientific retreats, long-range planning, forming collaborations to do studies - all this kind of stuff. It's very democratic.

I don't care about the sort of things that will bring in chump change over the next two or three years. I think I'm better than others at sniffing out things that will bear fruit in 10 or 20 years while they're still at the seed stage, and I'm more willing to take the risks that entails.

An entrepreneur never thinks of quarter-on-quarter; he thinks for 25 years, 50 years.

You have to worry about where the business is headed long-term.

I like to pride myself on thinking pretty long term, but not that long term.

All this will not be finished in the first one hundred days. Nor will it be finished in the first one thousand days . . .nor even perhaps in our lifetime on this planet. But let us begin.

The only way to consistently stay ahead of the game is to adopt a long-term view and, if appropriate, with a strong contrarian spin.

I like surrounding myself with people who think in sort of the timeframes I do, which is often longer.