In the managerial organization, the top people sit in judgment; in the innovative organization it is their job to encourage ideas, no matter how unripe or crude.

"The area in which the executive first encounters the challenge of strength is in staffing. The effective executive fills positions and promotes on the basis of what a man can do. He does not make staffing decisions to minimize weaknesses but to maximize strength."

If you want it, measure it. If you can't measure it, forget it.

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.

The leader sees leadership as responsibility rather than as rank and privilege.

For new technology to replace old, it has to have at least ten times the benefit.

The greatest danger in times of turbulence is not the turbulence; it is to act with yesterday's logic.