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.

One either meets or one works.

The great mystery isn't that people do things badly but that they occasionally do a few things well. The only thing that is universal is incompetence. Strength is always specific! Nobody ever commented, for example, that the great violinist Jascha Heifetz probably couldn't play the trumpet very well.

There are just two questions to ask to attain success in business: First, "What business am I in?" Second, "How's business?"

You cannot build performance on weaknesses. You can build only on strengths.

If general perception changes from seeing the glass as 'half-full' to seeing it as 'half empty' there are major innovative opportunities.

There is the general belief that the corporation income tax is a tax on the "rich" and on the "fat cats." But with pension funds owning 30% of American large business-and soon to own 50%-the corporation income tax, in effect, eases the load on those in top income brackets and penalizes the beneficiaries of pension funds.