"Dad always said you've got to stay flexible. We never went on a family trip nor have we ever heard of abusiness trip in which the schedule wasn't changed at least once after the trip was underway. Later, we allsnickered at some writers who viewed Dad as a grand strategist who intuitively developed complex plansand implemented them with precision. Dad thrived on change, and no decision was ever sacred."HELEN WALTON: "Some news!" he exclaimed, excitedly. "The dictagraph works." 亚洲人成视频在线播放 - 男人都来的每日更新的免费在线视频网! 鈥淗ow little you do know of what is going on, to be sure!鈥?cried the father. 鈥淲hy, the last work on theological morality, printed at Paris this very year, speaks of the Mohatra, and learnedly, too. It is called Epilogus Summarum, and is an abridgment of all the summaries of divinity 鈥?extracted from Suarez, Sanchez, Lessius, Fagundez, Hurtado, and other celebrated casuists, as the title bears. There you will find it said, on p. 54, that 鈥榯he Mohatra bargain takes place when a man who has occasion for twenty pistoles purchases from a merchant goods to the amount of thirty pistoles, payable within a year, and sells them back to him on the spot for twenty pistoles ready money.鈥?This shows you that the Mohatra is not such an unheard-of term as you supposed.鈥? The Saturday morning meeting is where we discuss and debate much of our philosophy and ourmanagement strategy: it is the focal point of all our communications efforts. It's where we share ideaswe've picked up from various places. And while it's not the most exciting part of the meeting, sometimesI like to read from management articles that pertain to our business. Two of our executives, WesleyWright and Colon Washburn, seem to read just about everything there is in the way of managementliterature, and they're constantly calling useful articles or books to my attention. At the meeting, we'll talkabout competitors, specifically, but also in general. For example, we'll spend ten minutes talking abouthow Wal-Mart can compete successfully with all the good specialty retailers coming onto the scene. It'soften the place where we first decide to try things that seem unattainable. And instead of everybodyshouting it down right away, we try to figure out how to make it work. That's exactly how I ended updancing the hula on Wall Street, by making that bet at a Saturday morning meeting. And, as embarrassingas it was to have to dance on Wall Street, believe me, achieving a pretax profit of more than 8 percent,when most everybody else in the retail industry averages about half that, made it well worth the red face. 鈥淢y good father,鈥?said I, 鈥測ou oblige me very much, and I only regret that I did not know this sooner, as it will induce me to pay considerably more attention to your authors.鈥?