Forecasting For A Purpose ? Introduction

You may think long before this talk has been completed that the speaker is belaboring the obvious. Please let me put to rest here and now any doubt which you may have in this regard by assuring you that is precisely my intent, and for a very specific reason. We all profess to know and recognize the obvious, but I am impressed increasingly how often we forget or fail to act upon the obvious. Shortly after starting my first job upon graduation from college, I was asked by my boss to participate in a course on practical communications, particularly as applied to conveying proposals effectively to the client -- be he customer or company president. The concept or philosophy underlying this program was so simple and obvious that in my youthful brashness I saw only a gross waste by the company of e good, solid $1930 in compelling me to take the course. The sequel to this experience occurred about five yews ago when I was directing a 300-man marketing group. At that time I enrolled a dozen of my department heads, and subsequently about a hundred other personnel, in the contemporary version of that sane program. Why? -- because they all knew the obvious, but I could see how imperfectly they were implementing it. Truly, a wide chasm exists all too often in our beliefs on the one hand and our practices on the other.