You can't manage knowledge.Knowledge is between two ears and only between two ears.

My greatest strength as a consultant is to be ignorant and ask a few questions.

Knowledge people and service people learn the most when they teach .

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.

Defending yesterday is far more risky than making tomorrow.

Some of the best business and nonprofit CEOs I've worked with over a sixty-five-year consulting career were not stereotypical leaders. They were all over the map in terms of their personalities, attitudes, values, strengths, and weaknesses.

We've spent the last 30 years focusing on the T in IT, and we'll spend the next 30 years focusing on the I.