We can say with certainty - or 90% probability - that the new industries that are about to be born will have nothing to do with information.

Every first-rate editor I have ever heard of reads, edits and rewrites every word that goes into his publication.... Good editors are not 'permissive'; they do not let their colleagues do 'their thing'; they make sure that everybody does the 'paper's thing.' A good, let alone a great editor is an obsessive autocrat with a whim of iron, who rewrites and rewrites, cuts and slashes, until every piece is exactly the way he thinks it should have been done.

Once the facts are clear the decisions jump out at you.

The talk you hear about adapting to change is not only stupid, it's dangerous. The only way you can manage change is to create it.

Innovative efforts should never report to line managers charged with responsibility for ongoing operations. The new project is an infant and will remain one for the foreseeable future, and infants belong in the nursery. The 'adults', that is, the executives in charge of existing businesses or products will have neither the time nor understanding for the infant.

Profit is not the explanation, cause, or rationale of business behavior and business decisions, but the test of their validity.

The effective executive knows that it is easier to raise the performance of one leader than it is to raise the performance of a whole mass. She therefore makes sure she puts into the leadership position, into the standard-setting, the performance-making position the person who has the strength to do the outstanding pacesetting job. This always requires focus on the one strength of a person and dismissal of weaknesses as irrelevant unless they hamper the full deployment of the available strength.