Most leaders don't need to learn what to do. They need to learn what to stop.

The computer actually may have aggravated management's degenerative tendency to focus inward on costs.

What is the major problem? It is fundamentally the confusion between effectiveness and efficiency that stands between doing the right things and doing things right. There is surely nothing quite so useless as doing with great efficiency what should not be done at all.

Meetings are by definition a concession to deficient organization. For one either meets or one works.

The enterprise that does not innovate ages and declines. And in a period of rapid change such as the present, the decline will be fast.

Follow effective action with quiet reflection.

Morale in an organization does not mean that "people get along together"; the test is performance not conformance.