“Most large industrial concerns are limited by policy to special directions of expansion within the well-established field of the company.”

— Edwin H. Land

Congressional testimony (1945)
Context: Most large industrial concerns are limited by policy to special directions of expansion within the well-established field of the company. On the other hand, most small companies do not have the resources or the facilities to support "scientific prospecting." Thus the young man leaving the university with a proposal for a new kind of activity is frequently not able to find a matrix for the development of his ideas in any established industrial organization.

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Edwin H. Land 44

American scientist and inventor 1909–1991

Edith Penrose (1914–1996) economist

Source: The Theory of the Growth of the Firm, 1959, p. 66

“What is the use for a man to have at his disposal a large field of action, if within himself he remains confine to the narrow limits of his individuality.”

African Spir (1837–1890) Russian philosopher

Source: Words of a Sage : Selected thoughts of African Spir (1937), p. 49.

“Most companies are saddled with institutional constraints. A company's history, for example, may commit it to an industry that now offers limited opportunity. A more common problem is a shareholder constituency that pressures its manager to dance to Wall Street's tune. Many CEOs resist, but others give in and adopt operating and capital-allocation policies far different from those they would choose if left to themselves.”

Warren Buffett (1930) American business magnate, investor, and philanthropist

2003 Chairman's Letter http://www.berkshirehathaway.com/letters/2003ltr.pdf
Letters to Shareholders (1957 - 2012)

“Good mission statements focus on a limited number of goals, stress the company’s major policies and values, and define the company’s major competitive scopes. These include:”

Philip Kotler (1931) American marketing author, consultant and professor

Industry scope: The industry or range of industries in which a company will operate. For example, DuPont operates in the industrial market... and 3M will go into almost any industry where it can make money.
Products and applications scope: The range of products and applications that a company will supply. St. Jude Medical aims to “serve physicians worldwide with high-quality products for cardiovascular care.”
Competence scope: The range of technological and other core competencies that a company will master and leverage. Japan’s NEC has built its core competencies in computing, communications, and components to support production of laptop computers, televisions, and other electronics items.
Market-segment scope: The type of market or customers a company will serve. For example, Porsche makes only expensive cars for the upscale market and licenses its name for high-quality accessories.
Vertical scope : The number of channel levels from raw material to final product and distribution in which a company will participate... [or] may outsource design, manufacture, marketing, and physical distribution.
Geographical scope: The range of regions or countries in which a company will operate. At one extreme are companies that operate in a specific city or state...
A company must redefine its mission if that mission has lost credibility or no longer defines an optimal course for the company
Source: Marketing Management, Millenium Edition, 2001, p. 41 ; Chapter 3. Corporate and Division Strategic Planning

“Now this conjunction of an immense military establishment and a large arms industry is new in the American experience.”

Dwight D. Eisenhower (1890–1969) American general and politician, 34th president of the United States (in office from 1953 to 1961)

1960s, Farewell address (1961)
Context: Now this conjunction of an immense military establishment and a large arms industry is new in the American experience. The total influence — economic, political, even spiritual — is felt in every city, every Statehouse, every office of the Federal government. We recognize the imperative need for this development. Yet we must not fail to comprehend its grave implications. Our toil, resources, and livelihood are all involved. So is the very structure of our society.
In the councils of government, we must guard against the acquisition of unwarranted influence, whether sought or unsought, by the military-industrial complex. The potential for the disastrous rise of misplaced power exists and will persist. We must never let the weight of this combination endanger our liberties or democratic processes. We should take nothing for granted. Only an alert and knowledgeable citizenry can compel the proper meshing of the huge industrial and military machinery of defense with our peaceful methods and goals, so that security and liberty may prosper together.

“The new industrial methods have greatly accelerated certain tendencies that had already manifested themselves in the old domestic factories and some of these deserve more than passing notice as they are affecting not only productive processes but our social organization as well. Perhaps the most important of these influences are those that tend toward
(1) Aggregation or increase in size of industrial enterprises.
(2) Specialization or the limiting of the field of activity, not only of enterprises but also of men.
(3) Standardization or the reduction of all lines of product to a limited number of types and sizes.
(4) Extreme division of labor, following aggregation, specialization, and standardization and requiring special consideration.
These tendencies are all closely interlocked with each other, and with modern productive methods. It will be clearer, however, to discuss them separately before summing up their joint action.”

Dexter S. Kimball (1865–1952) American engineer

Source: Principles of industrial organization, 1913, p. 34

“I consider myself a mainstream researcher in the field of business policy, and the ideas I want to describe in this paper concern the foundations of a theory of business strategy that is rooted in economics. But is such a paper, whatever its merits, really appropriate at a conference entitled 'Non-traditional Approaches to Policy Research'? Surprisingly, it is. The use of economic theory to model and explicate business strategy, as it is understood within the field of business policy, is distinctly non-traditional.”

Richard Rumelt (1942) American economist

Source: "Towards a strategic theory of the firm." 1997, p. 131; Lead paragraph

“Whether it is being just a company or "more than just a company," Google's geopolitical aspirations are firmly enmeshed within the foreign-policy agenda of the world's largest superpower.”

Julian Assange book When Google Met Wikileaks

Source: Julian Assange, "When Google Met Wikileaks" (ORbooks, New York, 2014), p. 46

“In a poetic sense the prime goal of the new economy is to undo – company by company, industry by industry – the industrial economy.”

Kevin Kelly (1952) American author and editor

Out of Control: The New Biology of Machines, Social Systems and the Economic World (1995), New Rules for the New Economy: 10 Radical Strategies for a Connected World (1999)

“The proletariat stands politically as well as socially in the most abrupt contradiction to the present class state. It must fight it on all fields and upon every question, both of domestic and of foreign policy.”

Wilhelm Liebknecht (1826–1900) German socialist politician

No Compromise – No Political Trading (1899)

“Most large industrial concerns are limited by policy to special directions of expansion within the well-established field of the company.”

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