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Morning Briefing November 22, 2004

 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

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