I'm sad to report that in the past few years, ever since uncertainty became our insistent 21st century companion, leadership has taken a great leap backwards to the familiar territory of command and control. ↗
We have some worse scenarios for which we need to prepare as companies. For the moment, we're planning for the worst, and the worst is now, and the car market is down more than 15 percent in France. There is so much uncertainty. ↗
To the indefinite, uncertain mind of the American radical the most contradictory ideas and methods are possible. The result is a sad chaos in the radical movement, a sort of intellectual hash, which has neither taste nor character. ↗
So what do we do? Anything. Something. So long as we just don't sit there. If we screw it up, start over. Try something else. If we wait until we've satisfied all the uncertainties, it may be too late. ↗