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.

Nobody can predict the future; the idea is to have a firm grasp of the present.

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.

As a rule we perceive what we expect to perceive... The unexpected is usually not received at all.

The best way to predict the future is to create it.

We always remember best the irrelevant.

One does not start with facts. One starts with opinions.