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.

The computer, being a mechanical moron, can handle only quantifiable data.

The success and ultimately the survival of every business, large or small, depends in the last analysis on its ability to develop people. This ability is not measured by any of our conventional yardsticks of economic success; yet, is the final measurement.

We no longer even understand the question whether change is by itself good or bad, ...We start out with the axiom that it is the norm. We do not see change as altering the order... We see change as being order itself - indeed the only order we can comprehend today is a dynamic, a moving, a changing one.

It takes far less energy to move from first-rate performance to excellence than it does to move from incompetence to mediocrity.

Important decisions are risky. They should be controversial. Acclamation means that nobody has done the homework.

One does not "manage" people. The task is to lead people.