We can ill afford to have activities conducted as "non-profit," that is, as activities that devour capital rather than form it, if they can be organized as activities that form capital, as activities that make a profit.

The critical question is not "How can I achieve?" but "What can I contribute?"

There is no perfect strategic decision. One always has to pay a price. One always has to balance conflicting objectives, conflicting opinions, and conflicting priorities. The best strategic decision is only an approximation - and a risk.

Knowledge is the source of Wealth. Applied to tasks we already know, it becomes Productivity. Applied to tasks that are new, it becomes Innovation.

No organization can depend on genius; the supply is always scarce and unreliable. It is the test of an organization to make ordinary people perform better than they seem capable of, to bring out whatever strength there is in its members, and to use each person's strength to help all the other members perform.

To make the future demands courage. It demands work. But it also demands faith.

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.