22 NOV 2004 22:59:62
From: PGM::IF_
To: @DIS:NC, WIE, HSE
CC: IF_
Subj: LaR msg to Ken
TO: @DIS:NEC, WIE, HSE
FROM: LAR “Lyndon H. LaRouche, Jr.”
CC: HZL
SUBJ: MSG TO KEN KRONBERG
November 22, 2004 (9:31 pm) EST
As I have indicated, I am working at top speed and long hours on my principal responsibility, work which, among other things, will decide whether or not your business continues to exist much longer. Look back to the days of the Gus and Andy Show, and the repetition of that same kind of insanity in trans-Atlantic management during the time I was either imprisoned, or under restraint which prevented me from managing any aspect of business affairs. During both periods, the prevalent doctrine of mis-management was centered upon the delusion, that the secret of the survival of out (sic)
political association would be “the businesses.” Over the decade 1989-2000, this trend in thinking
and practice deteriorated (partly as a result of allowing the organization to be controlled in a large
degree by prevalent, Uriah Heep-like submission to the openly anti-Semitic fascist (actually Francoist
Nazi) REDACTED and accomplices of his such as finance faker REDACTED.)
That insanity entered a clearly terminal phase during 1997-1998, under the influence of an aggravated
bit of insanity expressed in such variants on an Enron mentality as the Winstar psychosis and the un-Wise
gamble by PMR, which wrecked us to a degree from which we have not yet fully recovered to the present day.
Had I not become freed to exercise a limited, but increased role in management, beginning mid-2000, the
entire international associations, businesses and all, would have vanished by about 2001, certainly long
before now. Nonetheless, the legacy of the delusion that “it is the businesses than (sic) ensure our survival,”
persists, a delusion widespread still among all but a tiny fraction of even own (sic) leaders, from that
“Baby Boomer” generation, under sixty-three years of age, which is psycho-sexually disabled, almost to a
man or woman alike, when it comes to matters of real business matters. The mismanagement mess, including
that psychopathological sinkhole of personal “comfort zone” sophistries, with which I am dealing here, is
a (sic) both (sic) a product of the effects of that over past decades.
The source of the generation of all the potential net income actually earned by any part of a combination of business and other entities involved is my kind of politics, nothing else. The challenge is to ensure that that is the politics which controls our association’s policies, and that that kind of politics is controlling over what we do which has direct, or direct economy impact on our association as a whole.
With these kinds of captains and generals, no commander and chief (sic) would ever share the responsibility for policy-shaping under conditions of warfare, and we are, presently, indeed, at war.
The world has now entered the greatest depression you have ever imagined. Under these circumstances, your firm has, technically, no technical right to live, except it has a crucial margin of income which
it earns by performing relevant kinds of essential services for what I am doing politically, that in my political way. The success of what I do, and the priorities I emphasize to that end, are the only existing road to survival. Unless I can force an expansion of our specifically political, “non-business” outreach, there is no hope for your firm.
That is not done by selling literature, or the like: it is by delivering ideas which are widely needed
by most of the population, but available from virtually no other source, the kind of ideas I produce,
not mere subscriptions to publications with “interesting content.” It is the political equivalent of
scientific creativity, not selling product, which is the root of any possible success in this matter,
under present conditions.
I am assuming leadership responsibilities for getting through increasingly dangerous rapids, which
virtually all of my associates but (sic) very few, including you, are incompetent, intellectually
and emotionally to judge. This is not simply internal management; it is political strategy, to which
management must be always fully subordinated.
I am loaded to the hilt, not merely with routine, but to supply the kind of thinking which virtually
no one I know here, or aboard, can match. I must conserve my energies and keep a clear head.
Follow the lead, and learn to keep your nose clean, as you have not always done so in the past. What
has to be done, will be done, and I now have an inner team which is capable of doing that about as
well as anyone might expect. Rely on cooperation with that team; you need their counsel, urgently.
30-30-30
Like this:
Like Loading...
• LaRouche Planet • 