What we are good at comes easy, and we believe that unless it comes hard, it can't be very good.

During periods of discontinuous, abrupt change, the essence of adaptation involves a keen sensitivity to what should be abandoned - not what should be changed or introduced. A willingness to depart from the familiar has distinct survival value.

Nobody in the world is as good at making decisions as the Japanese.

We spend a lot of time teaching leaders what to do. We don't spend enough time teaching leaders what to stop. Half the leaders I have met don't need to learn what to do. They need to learn what to stop

Don't solve problems. Pursue opportunities.

The new always looks so puny-so unpromising-next to the reality of the massive, ongoing business.

Universities won't survive. The future is outside the traditional campus, outside the traditional classroom. Distance learning is coming on fast.