The question that faces the strategic decision maker is not what his organisation should do tomorrow. It is, what do we have to do today to be ready for an uncertain tomorrow?

If something fails despite being carefully planned, carefully designed, and conscientiously executed, that failure often bespeaks underlying change and, with it, opportunity.

No one learns as much about a subject as one who is forced to teach it.

Business, that's easily defined - it's other people's money.

Strong people have strong weaknesses.

Every three or four years I pick a new subject. It may be Japanese art; it may be economics. Three years of study are by no means enough to master a subject but they are enough to understand it. SO for more than 60 years I have kept studying one subject at a time.

An established company which, in an age demanding innovation, is not able to innovation, is doomed to decline and extinction.