The manager is a servant. His master is the institution he manages and his first responsibility must therefore be to it.

In all recorded history there has not been one economist who has had to worry about where the next meal would come from.

No one has ever failed to find the facts they are looking for.

Strong people have strong weaknesses.

Fortunately or unfortunately, the one predictable thing in any organization is the crisis. That always comes. That's when you do depend on the leader: The job of the leader is to build an organization that is battle-ready, that has high morale, that knows how to behave, that trusts itself, and where people trust one another.

But innovation is more than a new method. It is a new view of the universe, as one of risk rather than of chance or of certainty. It is a new view of man's role in the universe; he creates order by taking risks. And this means that innovation, rather than being an assertion of human power, is an acceptance of human responsibility.

The most common source of mistakes in management decisions is the emphasis on finding the right answer rather than the right question.