Last week's Economist had a semi-serious "letter from the CEO" on Plan C:
When I left the White House yesterday, after another two-hour round-table with the president, I knew in my gut that it was time to put in place “plan C” for this great company. The boxer, Mike Tyson, had a point when he said “everyone has a plan until they get punched in the mouth.” But so did Winston Churchill when he observed that “plans are of little importance, but planning is essential.” We owe it to our investors, customers and 131,000 employees globally, to have a reset.
It is now clear that dysfunction at the White House and in Congress means plan B is off the table. The markets agree. Sure, equity prices are still up. But after the election, bond yields soared in anticipation of an economic boom, only to give up half of their gains. The “Trump Bump” has faded. Yet life won’t return to normal. Our firm faces many risks. We have to fight back.
That calls for plan C, which has three elements: winning, tackling and the future. I like to use the acronym “WTF”. For a start we have to win profits from our proximity to power.
But plan C also requires us to recognise new dangers coming at us hard and fast. They need to be tackled—stopped and brought down. One of the Wall Street bankers I know likes to say that the president has three personalities: chairman, showman and con man. It is the last two we need to worry about.
If companies are thinking anything like this columnist believes, we should expect economic stagnation for the next couple of years.