If you don’t have a strategy, you’re part of someone else’s strategy.
ALVIN TOFFLERThe customer will become so integrated into the production process that we will find it more and more difficult to tell just who is actually the consumer and the producer.
More Alvin Toffler Quotes
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One of the most highly developed skills in contemporary Western civilization is dissection: the split -up of problems into their smallest possible components. We are good at it. So good, we often forget to put the pieces back together again.
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If industrialism, with its faster pace of life, has accelerated the family cycle, super-industrialism now threatens to smash it altogether.
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You can use all the quantitative data you can get, but you still have to distrust it and use your own intelligence and judgment.
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We need people who can see straight ahead and deep into the problems. Those are the experts. But we also need peripheral vision and experts are generally not very good at providing peripheral vision.
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Profits, like sausages… are esteemed most by those who know least about what goes into them.
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Freedom of expression is no longer a political nicety, but a precondition for economic competitiveness.
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To survive, to avert what we have termed future shock, the individual must become infinitely more adaptable and capable than ever before.
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Change is not merely necessary to life – it is life.
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Information is a substitute for time, space, capital, and labor.
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In describing today’s accelerating changes, the media fire blips of unrelated information at us. Experts bury us under mountains of narrowly specialized monographs.
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Change is the process by which the future invades our lives, and it is important to look at it closely, not merely from the grand perspectives of history, but also from the vantage point of the living, breathing individuals who experience it.
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You’ve got to think about big things while you’re doing small things, so that all the small things go in the right direction.
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One of the definitions of sanity is the ability to tell real from unreal. Soon we’ll need a new definition.
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Most managers were trained to be the thing they most despise – bureaucrats.
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Popular forecasters present lists of unrelated trends, without any model to show us their interconnections or the forces likely to reverse them. As a result, change itself comes to be seen as anarchic, even lunatic.
ALVIN TOFFLER