In business school classrooms they construct wonderful models of a non- world.

Institutions mistake good intentions for objectives. They say "health care"; that's an intention, not an objective.

To make knowledge productive, we will have to learn to see both forest and tree. We will have to learn to connect.

The real development I've seen of people in organizations, especially in big ones, comes from their being volunteers in a nonprofit organization - where you have responsibility, you see results, and you quickly learn what your values are. There is no better way to understand your strengths and discover where you belong than to volunteer in a nonprofit. That is probably the great opportunity for the social sector - and especially in its relationship to business.

When it rains manna from heaven, some people put up an umbrella. Others reach for a big spoon.

I have been saying for many years that we are using the word 'guru' only because 'charlatan' is too long to fit into a headline.

What is the manager's job? It is to direct the resources and the efforts of the business toward opportunities for economically significant results. This sounds trite - and it is. But every analysis of actual allocation of resources and efforts in business that I have ever seen or made showed clearly that the bulk of time, work, attention, and money first goes to problems rather than to opportunities, and, secondly, to areas where even extraordinarily successful performance will have minimal impact on results.