Years later, when I asked my father, I said 'Pop, why were you so much harder on me than my younger brothers?' he said, son, you plum wore me out.

What we need to work on is how to increase productivity. And then everybody will be better off.

Most power is power to coerce somebody. We don't have the power to coerce anybody.

First word [of my father] when I arrived [as a CEO] is, 'Son, i hope your first deal is a loser, otherwise, you'll think you're a lot smarter than you are.' But he had tremendous values, tremendous integrity, humility, work ethic and terrific thirst for knowledge.

As an engineer, I understood that the natural world operated according to fixed laws. Through my studies, I came to realize that there were, likewise, laws that govern human wellbeing. It seemed to me that these laws are fundamental not only to the wellbeing of societies, but also to the miniature societies of organizations. Indeed, that is what we found when we began to apply these principles systematically at Koch Industries. Through our observation of how they could create prosperity in an organization, I began to systematize my beliefs into Market-Based Management.

If you never failed, then you're probably not doing very much.

I'd like to see a rebirth of America - go back where there's equal rights for everybody and that people succeed to the extent that they help other people improve their lives. To lead toward a society that maximizes peace, civility, and well-being for everyone.