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.

As a manager you're paid to be uncomfortable. If you're comfortable, it's a sure sign you're doing things wrong.

Most of what you hear about entrepreneurshi p is all wrong. It's not magic; it's not mysterious; and it has nothing to do with genes. It's a discipline and, like any discipline, it can be learned.

Far too much reorganization goes on all the time. Organizitis is like a spastic colon.

Promotion should not be more important than accomplishment, or avoiding instability more important than taking the right risk.

The individual is the central, rarest, most precious capital resource of our society.

If a manager spends more than 10 percent of his time on "human relations" the group is probably too large.