To improve communications, work not on the utter, but the recipient.

Innovative efforts should never report to line managers charged with responsibility for ongoing operations. The new project is an infant and will remain one for the foreseeable future, and infants belong in the nursery. The 'adults', that is, the executives in charge of existing businesses or products will have neither the time nor understanding for the infant.

An effective executive builds on strengths - their own strengths, the strengths of superiors, colleagues, subordinates, and on the strength of the situation.

Most executives have learned that what one postpones, one actually abandons ... timing is a most important element in the success of any effort. To do five years later what would have been smart to do five years earlier, is almost a sure recipe for frustration and failure.

The leaders who work most effectively, it seems to me, never say "I." And that's not because they have trained themselves not to say "I." They don't think "I." They think "we"; they think "team." They understand their job to be to make the team function. They accept responsibility and don't sidestep it, but "we" gets the credit. This is what creates trust, what enables you to get the task done.

If a government commission had worked on the horse, you would have the first horse that could operate its knee joint in both directions. The trouble is it couldn't have stood up.

Strategic planning is the continuous process of making present entrepreneurial (risk-taking) decisions systematically and with the greatest knowledge of their futurity; organizing systematically the efforts needed to carry out these decisions; and measuring the results of these decisions against the expectations through organized, systematic feedback.