A manager's task is to make the strengths of people effective and their weakness irrelevant - and that applies fully as much to the manager's boss as it applies to the manager's subordinates.

For new technology to replace old, it has to have at least ten times the benefit.

Unless a decision has degenerated into work, it is not a decision; it is at best a good intention.

It is commonly believed that innovations create changes - but few ever do. Successful innovations exploit changes that have already happened.

The critical question is not "How can I achieve?" but "What can I contribute?"

The first step toward making the worker achieving is to make work productive.

Succession planning often results in the selection of a weaker representation of yourself.