No business can do everything. Even if it has the money, it will never have enough good people. It has to set priorities. The worst thing to do is a little bit of everything. This makes sure that nothing is being accomplished. It is better to pick the wrong priority than none at all.

It takes far less energy to move from first-rate performance to excellence than it does to move from incompetence to mediocrity.

The next thing to be said about what long-range planning is not, is that it does not deal with future decisions. It deals with the futurity of present decisions. Decisions exist only in the present. The question that faces the long-range planner is not what we should do tomorrow.

Systematic change requires a willingness to look on change as an opportunity.

Leadership is more doing than dash.

If you want something new, you have to stop doing something old

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