The drive for control, or the perception thereof, is truly the strongest force in human nature.

The widespread availability of information is the only basis for effective day-to-day problem solving, which abets continuous improvement programs.

My real bottom-line hypothesis is that nobody has a sweet clue what they’re doing. Therefore you better be trying stuff at an insanely rapid pace. You want to be screwing around with nearly everything. Relentless experimentation was probably important in the 1970s-now it’s do or die.

Mistakes are life. Mistakes are not to be tolerated...they are to be encouraged. The bigger the better.

Leaders win through logistics. Vision, sure. Strategy, yes. But when you go to war, you need to have both toilet paper and bullets at the right place at the right time. In other words, you must win through superior logistics.

How do you achieve excellence?...Stop doing non-excellent stuff!

Oh Lord, there it is again. The question;" What kind of business should I start?" Incidentially, it has a twin that also sets me off: "What should I specialize in during the second year of my MBA studies?" Sorry, but those are two of the most profoundly upsetting questions anyone can ask - upsetting because the answer should be obvious: Do what turns you on, not what the statistics say is best.