#161
From: PGM::IF_
To: @DIS:NC,WIE,HSE
CC: IF_
Subj: Internal memofrom LAR
TO:@DIS:NC,WIE,HSE
FROM:LAR "Lyndon H. LaRouche, Jr. "
CC:HZL
SUBJ:INTERNAL REPORT TO ALL ICLC ASSOCIATES
April 20, 2007 (10:28am) EDT
On the subject of our printing operations.
The collapse of PMR has been a virtually inevitable calamity,
since some time earlier than 2000, perhaps as early as 1994.
The effective termination of our operations' 2nd-Classmailing
privileges, which were sacrificed for an ill-advisedinvestment
by PMR, meant the end of PMR's ability to continue to exist
for long, except by shifting emphasis to a the new business
orientations of our political ass'n, which I began to putinto
place as soon as I was legally free to begin thatmuch-needed,
already long overdue reform from the follies of 1990-1999.
The special problems of PMR created during the 1990-1999
interval, under the Friesecke-Quijano mis-management of the
principal business and related affairs of the U.S.operations,
have intersected a catastrophic situation in the traditional
graphic arts business practices of, in particular, theentire
region of this northeast corner of Virginia, and elsewhere.
Uwe and Fernando were controlling (somewhat
rapaciously)the business affairs of the U.S. association, atthat
time. The firstcrisis of PMR was created for Ken Kronberg by
Uwe's overreaching direction of the financial affairs of the
U.S. ass'n as a whole. During 1994-2000, the minds of many
of our associates here were corrupted by corruptingdelusions
typified by the "Winstar" hoax. It was said, then:"Lyn is wrog
Press RETURN for more...
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#161
about the economy; there will be lots of money being passed
around for those clever enough to tap into the flow."The
collapse of the Y2K bubble, during 2000, showed us that it
was those who doubted my authority in such matters, who
were behaving as stupidly as they were behavinggullibly. This
ideology, and its effects on policy-shaping in the printing
operations as in the organization itself, was a crucially
important factor in producing the ruined situation in which
PMR found itself in 2000.
The only last-minute hope for saving PMR came from the new
conceptions agreed to between me and Ken Kronberg et al.
during recent months This solution depended chiefly on
matching PMR's and associated potential with the expansion
of the market for LPAC operations. With the failure to support
that LPAC program by parts of our ass'n, the lack of support
from among our veterans, removed the last hope of successfor
our collaboration with Ken Kronberg on this basis, and,thus,
created a hopeless situation for an already, otherwisedoomed,
PMR .
The failure amongfar too many among our BBs, to find an
adequate response to the challenge within themselves, didnot
actually kill Ken; there were other causes.
failure to muster to the challenge which I and others posedto
you, could have beenhelpful to those among us trying to help
him overcome his pessimism. You owe it to his memory now,
to honor the lesson which you should have learned while he
still lived.
This lack of support for that program, during recentweeks,
from among our senior ranks, despite the growth of the
LPAC's important functions, is, therefore, the most relevant
consideration in thinking about what happened to PMR.
Where do we turn to fill the vacuum left by PMR's crisis?
There are remedies, which center around the potentials
provided by the need for relevant forms of support fr the
Press RETURN for more...
MAIL>
#161
From: PGM::IF_
To: @DIS:NC,WIE,HSE
CC: IF_
Subj: Internal memofrom LAR
TO:@DIS:NC,WIE,HSE
FROM:LAR "Lyndon H. LaRouche, Jr. "
CC:HZL
SUBJ:INTERNAL REPORT TO ALL ICLC ASSOCIATES
April 20, 2007 (10:28am) EDT
On the subject of our printing operations.
The collapse of PMR has been a virtually inevitable calamity,
since some time earlier than 2000, perhaps as early as 1994.
The effective termination of our operations' 2nd-Classmailing
privileges, which were sacrificed for an ill-advisedinvestment
by PMR, meant the end of PMR's ability to continue to exist
for long, except by shifting emphasis to a the new business
orientations of our political ass'n, which I began to putinto
place as soon as I was legally free to begin that much-needed,
already long overdue reform from the follies of 1990-1999.
The special problems of PMR created during the 1990-1999
interval, under the Friesecke-Quijano mis-management of the
principal business and related affairs of the U.S.operations,
have intersected a catastrophic situation in the traditional
graphic arts business practices of, in particular, theentire
region of this northeast corner of Virginia, and elsewhere.
Uwe and Fernando were controlling (somewhat
rapaciously)the business affairs of the U.S. association, atthat
time. The firstcrisis of PMR was created for Ken Kronberg by
Uwe's overreaching direction of the financial affairs of the
U.S. ass'n as a whole. During 1994-2000, the minds of many
of our associates here were corrupted by corruptingdelusions
typified by the "Winstar" hoax. It was said, then:"Lyn is wrog
Press RETURN for more...
MAIL>
#161
about the economy; there will be lots of money being passed
around for those clever enough to tap into the flow."The
collapse of the Y2K bubble, during 2000, showed us that it
was those who doubted my authority in such matters, who
were behaving as stupidly as they were behavinggullibly. This
ideology, and its effects on policy-shaping in the printing
operations as in the organization itself, was a crucially
important factor in producing the ruined situation in which
PMR found itself in 2000.
The only last-minute hope for saving PMR came from the new
conceptions agreed to between me and Ken Kronberg et al.
during recent months This solution depended chiefly on
matching PMR's and associated potential with the expansion
of the market for LPAC operations. With the failure to support
that LPAC program by parts of our ass'n, the lack of support
from among our veterans, removed the last hope of successfor
our collaboration with Ken Kronberg on this basis, and,thus,
created a hopeless situation for an already, otherwisedoomed,
PMR .
The failure amongfar too many among our BBs, to find an
adequate response to the challenge within themselves, didnot
actually kill Ken; there were other causes.
failure to muster to the challenge which I and others posedto
you, could have beenhelpful to those among us trying to help
him overcome his pessimism. You owe it to his memory now,
to honor the lesson which you should have learned while he
still lived.
This lack of support for that program, during recentweeks,
from among our senior ranks, despite the growth of the
LPAC's important functions, is, therefore, the most relevant
consideration in thinking about what happened to PMR.
Where do we turn to fill the vacuum left by PMR's crisis?
There are remedies, which center around the potentials
provided by the need for relevant forms of support fr the
Press RETURN for more...
MAIL>
#161
currently accelerating importance of the work of LPAC.
The sabotage of the income of LPAC from among parts of the
ranks of the Baby Boomer generation, was perhaps more a
reflection of a knee-jerk instinct to sabotage, than awillful
attempt to wreck LPAC; but, it doomed a precariouslysituated
PMR, nonetheless. It is this largely subliminal "attitude"
among BBs which must be urgently corrected.
What is currently, the accelerating importance of our work,
both in the U.S.A. and abroad, is approximately comparableto
the SDI period, when I led in pulling our association out ofthe
ruins left by the Gus-Andy and "Three Fingers"Dalto
swindles. The relative, and growing importance of our role,
internationally, as in the USA itself, is presently greaterthan
during the 1981-1983 interval.
Therefore, the question now is no longer "can be savean
already virtually doomed PMR?"
our essential part in contributing to the rescue ofcivilization?
There is nowhere to run. There is no place outside the
civilization now in immediate jeopardy. There lies themeaning
of the personal life of each among you, your past and future
life, and, most of our the worth of your present mortal
existence. Can you now correct the relevant error which
mislead you during the recent years and months? Can you find
in yourself, the moral and intellectual qualities whichhumanity
now demands from you?
30-30-30
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