I should estimate that in my experience most troubles and most possibilities for improvement add up to the proportions something like this: 94% belongs to the system responsibility of management 6% special

One cannot be successful on visible figures alone ... the most important figures that one needs for management are unknown or unknowable, but successful management must nevertheless take account of them.

To copy is to invite disaster.

We should work on our process, not the outcome of our processes.

People are entitled to joy in work.

Any two people have different ideas of what is important.

The most important measures are both unknown and unknowable.