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

The job of a professional manager is not to like people. It is not to change people. It is to put their strengths to work.

An institution which is financed by a budget - or which enjoys a monopoly which the customer cannot escape - is rewarded for what it deserves rather than what it earns. It is paid for 'good intentions' and 'programs'. It is paid for not alienating important constituents rather than satisfying any one group. It is misdirected by the way it is being paid into defining performance and results as what will produce the budget rather than as what will produce contribution.

A superior who works on his own development sets an almost irresistible example.

The true business of every company is to make and keep customers.

The best plan is only a plan... unless it degerates into work.

No organization can depend on genius; the supply is always scarce and unreliable. It is the test of an organization to make ordinary people perform better than they seem capable of, to bring out whatever strength there is in its members, and to use each person's strength to help all the other members perform.