The Speeches of Professor Xenophon Zolotas

[akritas]

In 1957 and 1959, the Greek economist Professor Xenophon Zolotas, Governor of the bank of Greece and Governor of the Funds for Greece, delivered two speeches in English using Greek words only.

As Prof. Zolotas said:
"`I always wished to address this Assembly in Greek, but I realized that it would have been indeed Greek to all present in this room. I found out, however, that I could make my address in Greek which would still be English to everybody. With your permission, Mr. Chairman, I shall do it now, using with the exception of articles and prepositions only Greek words".

[akritas]

" Kyrie,

I eulogize the archons of the Panethnic Numismatic Thesaurus and the Ecumenical Trapeza for the orthodoxy of their axioms, methods and policies, although there is an episode of cacophony of the Trapeza with Hellas.

With enthusiasm we dialogue and synagonize at the synods of our didymous Organizations in which polymorphous economic ideas and dogmas are analyzed and synthesized.

Our critical problems such as the numismatic plethora generate some agony and melancholy. This phenomenon is characteristic of our epoch. But, to my thesis, we have the dynamism to program therapeutic practices as a prophylaxis from chaos and catastrophe.

In parallel, a panethnic unhypocritical economic synergy and harmonization in a democratic climate is basic.
I apologize for my eccentric monologue. I emphasize my eucharistia to you Kyrie, to the eugenic and generous American Ethnos

[akritas]

" Kyrie,

It is Zeus' anathema on our epoch for the dynamism of our economies and the heresy of our economic methods and policies that we should agonise between the Scylla of numismatic plethora and the Charybdis of economic anaemia.

It is not my idiosyncrasy to be ironic or sarcastic but my diagnosis would be that politicians are rather cryptoplethorists. Although they emphatically stigmatize numismatic plethora, energize it through their tactics and practices.
Our policies have to be based more on economic and less on political criteria.

Our gnomon has to be a metron between political, strategic and philanthropic scopes. Political magic has always been antieconomic.

In an epoch characterised by monopolies, oligopolies, menopsonies, monopolistic antagonism and polymorphous inelasticities, our policies have to be more orthological. But this should not be metamorphosed into plethorophobia which is endemic among academic economists.

Numismatic symmetry should not antagonize economic acme.
A greater harmonization between the practices of the economic and numismatic archons is basic.

Parallel to this, we have to synchronize and harmonize more and more our economic and numismatic policies panethnically.
These scopes are more practical now, when the prognostics of the political and economic barometer are halcyonic.

The history of our didymous organisations in this sphere has been didactic and their gnostic practices will always be a tonic to the polyonymous and idiomorphous ethnical economics. The genesis of the programmed organisations will dynamize these policies. I sympathise, therefore, with the aposties and the hierarchy of our organisations in their zeal to programme orthodox economic and numismatic policies, although I have some logomachy with them.

I apologize for having tyrannized you with my hellenic phraseology. In my epilogue, I emphasize my eulogy to the philoxenous autochthons of this cosmopolitan metropolis and my encomium to you, Kyrie, and the stenographers."

[akritas]

Also a related speech-aticle from Tasos Athanasopoulos with main title
The Greek Strategy

Kyrie,
The scope of my rhetoric is to emphasize the thesis, and not hypothesis, that strategy, as strategic analysis and synthesis, has an anthropocentric orientation, and is of Greek origin.

Its etymology originates from « stratos » and « igesia », and was the master art of a scope to any nike. It is based on the epistemological work of handling and maneuvering all tactical data about an organization, and about all else this organization faces in its agora. The glossary here is Greek, as in all epistemological arts. Strategy is epistemological as it is rational, and an art as it is a face of the reality. Its absolute reason for existence is the dramatic and severe shaking an organization realises in its forum by the practices of its antagonists. In analogy, it is based on the very basis, and the basic hypothesis of, economics.

Strategy, as described in my prologue, synonymous to planning, is not a panacea in itself; it is rather a policy. It is professed as a systemic, systematic and epistemological mode of a microscopic and a macroscopic analysis of an organization: its system parameters are analyses in an ideal reproduction -in an iconic scheme- of the antagonism in its periphery; then, a synthesis or mixing of options is concluded into different annual or omni-present plans, with which it will face the idiosyncratic monopolistic, oligopolistic, or complex dynamic and polymorphous, cataclysmic competition in its menace. All organizations dance in their idiomorphic and heterogeneous economic and political fora as athletes agonize in a marathon. An organization then, has to maintain an orthodox strategy if it is not to be traumatized by its competitors, with a gnomon to harmonize its production in a skeptical and eclectic piloting of its army, facing the antithesis of the stranger organizations

It is an anathema for all organizations who imitate their competitors as idols, to be stigmatized in apology to their archons, conclude to sporadic and periodic paralysis and utopian nomad practices, and face a catastrophic exodus. Organizations that do not manage to estimate the anatomy of the strategy of their competitors, discerning their strategic inclination, can not produce a competitive management through which to economize and antagonize. Strategy then is dilated and remembered as an Olympian program, an aristocratic method, an esoteric organizational meditation, an oligarchic algorithm, an apotheosis of logic. It is the anthropomorphic and anthropocentric artery of the organization and its periscope scoping around its perimeter. Mastering strategy illuminates organizational problems, and liberates from a plethora of dilemmas and risks, and from the oxymoron paradox of organizational kleistophobic (claustrophobic) homogeneity and teratogenesis. Legend cosmopolitan organizations of our era are characterized by dynamism, dictated by their parallel enthusiasm in practicing strategic theory. In antithesis, organizations of our epoch with absence of plans and apostasy from strategy are diagnosed having symptoms of nomad practice and melancholic politics, and syndromes of prodigal organic ontogenesis and atopous neologisms in pandemonium. This could be concluded by paraphrasing the Heracletian apophthegm of the prologue -a mortal angel for such organizations-, as a periphrastic lectic for those who are present but do not hear. For all these reasons, strategy should be professed in all gymnasia, as it is theorized and professed here with us.

As an epilogue Kyrie, the author sincerely apologises for tyrannising you, his audience, with his Hellenic/Greek phraseology. The confessed aesthetic melody of the phrases describing strategy in this rhetoric had not a demagogue character, but maintained a sincere pedagogical and didactic deontology, scoping to generate the magic phenomenon of euphoria present in all those who have the opportunity to meditate through Greek logos. My eulogies to you all who sympathize with this reason, and my eucharists to all else.

[PhiliptheUniterchaeronea]

What a cheeky monkey in a loveable non-threatening way. This guy was brilliant. LOL. Bloody brilliant!!!

[Ptolemy]

http://www.cs.toronto.edu/~themis/ewords/zolotas.html