I no longer think that learning how to manage people, especially subordinates, is the most important for executives to learn. I am teaching above all else, how to manage oneself.

People alone of all the resources can grow and develop.

There is no reason to believe that the people who staff the managerial and professional positions in our service institutions are any less qualified, any less competent or honest, or any less hard-working than the men who manage businesses. Conversely, there is no reason to believe that business managers, put in control of service institutions, would do better than the 'bureaucrats'. Indeed, we know that they immediately become bureaucrats themselves.

Change is the norm; unless an organization sees that its task is to lead change, that organization will not survive.

The successful person places more attention on doing the right thing rather than doing things right.

The most probable assumption is that no currently working 'business theory' will be valid 10 years hence.

Objectives are not fate; they are direction. They are not commands; they are commitments. They do not determine the future; they are a means to mobilize resources and energies of the business for the making of the future.