Checking the results of a decision against its expectations shows executives what their strengths are, where they need to improve, and where they lack knowledge or information.

In the managerial organization, the top people sit in judgment; in the innovative organization it is their job to encourage ideas, no matter how unripe or crude.

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

What managers decide to stop doing is often more important than what they decide to do.

Mission defines strategy, and strategy defines structure.

All companies are service companies; some also manufacture products.

I would hope that American managers-indeed, managers worldwide-continue to appreciate what I have been saying almost from day one: that management is so much more than exercising rank and privilege, that it is much more than "making deals." Management affects people and their lives.