The purpose of an organization is to enable ordinary humans beings to do extraordinary things.

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

Nobody can predict the future; the idea is to have a firm grasp of the present.

The question that faces the strategic decision maker is not what his organisation should do tomorrow. It is, what do we have to do today to be ready for an uncertain tomorrow?

The knowledge we now consider knowledge proves itself in action. What we now mean by knowledge is information effective in action, information focused on results. Results are outside the person, in society and economy, or in the advancement of knowledge itself. To accomplish anything this knowledge has to be highly specialized.

More business decisions occur over lunch and dinner than at any other time, yet no MBA courses are given on the subject.

Never underrate the boss! The boss may look illiterate. He may look stupid. But there is no risk at all in overrating a boss. If you underrate him he will bitterly resent it or impute to you the deficiency in brains and knowledge you imputed to him.