Information is the manager's main tool, indeed the manager's capital, and it is he who must decide what information he needs and how to use 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.

We can't make people better by trying to eliminate their weaknesses, but we can help then perform better by building on their strengths.

Thus, for those who are willing to go out into the field, to look and to listen, changing demographics is both a highly productive and a highly dependable innovation opportunity.

Now that knowledge is taking the place of capital as the driving force in organizations worldwide, it is all too easy to confuse data with knowledge and information technology with information.

The Welfare State, which begun in Imperial Germany for the truly indigent and disabled, has now become "everybody's entitlement" and an increasing burden on those who produce.

Of all the decisions an executive makes, none is as important as the decisions about people, because they determine the performance capacity of the organization.