If new ideas are the lifeblood of any thriving organisation-and, trust me, they are-managers must learn to revere, not merely tolerate, the people who come up with those ideas.

The mental game of business is understanding this Paradox: the better you think you are doing, the greater should be your cause for concern: the more self-satisfied you are with your accomplishments, your past achievements, your 'right moves', the less you should be.

I am convinced that most companies don't maximize their barter possibilities. Instead of aggressively reducing costs by trading their services with those of their suppliers, they seem content to pay top dollar for everything.

Today, if someone showed me a five-year plan, I'd toss out the pages detailing Years Three, Four and Five as pure fantasy Anyone who thinks he or she can evaluate business conditions five years from now, flunks.

If Thomas Edison had gone to business school, we would all be reading by larger candles.

Concentrate on each task, whether trivial or crucial, as if it's the only thing that matters.

To me, Arnold was a pioneer in the spirit of Thomas Edison or Benjamin Franklin, while Tiger is a pioneer in the spirit of Bill Gates.