What is the major problem? It is fundamentally the confusion between effectiveness and efficiency that stands between doing the right things and doing things right. There is surely nothing quite so useless as doing with great efficiency what should not be done at all.

Promotion should not be more important than accomplishment, or avoiding instability more important than taking the right risk.

What's measured improves

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

A superior who works on his own development sets an almost irresistible example.

Do what you do best, and outsource the rest.

The most important work of the executive is to identify the changes that have already happened. The important thing . . . is to exploit the changes that have already occurred and to use them as opportunities.