PLANNING will be taken here to mean both drawing up a plan of action and implementing it. Sometimes one may mean by planning simply that one is intending to do something, e.g. one may speak of planning to go to China for one's holiday. But when talking about a planned one usually means an economy in which plans are implemented, not one in which people are sitting around drawing up paper plans as a sort of mental therapy. A plan is thus a plan of action. As such it is to be sharply distinguished from a mere forecast. But like any other form of plan, such as a military plan of battle, the plan of action will depend on a whole range of forecasts, assumptions, guesses, etc. To some extent one may take risks. For example, one may set one's targets in one particular field higher rather than lower, even though the achievement of such a target may depend partly on the realization of an assumption for which there is very little evidence, on the grounds that the losses from such a course of action, if the critical assumption were not realized, will be small compared with the gains accruing if it were, or that luck regarding this particular assumption can be offset by good luck elsewhere. This procedure is perfectly rational, up to a point. A plan may be bad because it relies too much on luck, wishful thinking and implausible assumptions. That is, it sets its sights too high, given the available information and instruments of action. But a plan may also be in the opposite sense, namely by failing to set its targets high enough, or by failing to take advantage of possibilities of reducing uncertainty. Before judging a plan, however, one must also allow for the time period over which the plan is supposed to operate. In planning to-morrow's operations the number much of unknowns is relatively small. But the constraints on one's own actions are also greater. In planning for the next ten or twenty years the unknowns are much greater, but the scope for influencing some of the relevant variables may also be much greater. This greater scope means that the plan can have a more optimalization character. Thus planning involves the art of striking the right balance between the greater possibilities of action that is more daring or on a more grandiose scale-particularly time scale-and the risks involved in basing one's plans on unknown variables. In any concrete situation much will depend on the sort of data available, as well as on hosts of other factors. This is why very few valid generalizations about planning can be made, and those which are possible are trivial. This is where we come, at last, to those aspects of planning that are presumably of most interest to this Society, namely the availability of the sort of statistics that planners need.