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.

Trust is congruence between what you say and what you do.

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.

We can say with certainty - or 90% probability - that the new industries that are about to be born will have nothing to do with information.

Innovation requires us to systematically identify changes that have already occurred in a business - in demographics, in values, in technology or science - and then to look at them as opportunities. It also requires something that is most difficult for existing companies to do: to abandon rather than defend yesterday.

The relevant question is not simply what shall we do tomorrow, but rather what shall we do today in order to get ready for tomorrow.

People who don't take risks generally make about two big mistakes a year. People who do take risks generally make about two big mistakes a year.