Defending Yesterday Is Far More

It Does Not Follow From The Separation Of Planning And Doing In The Analysis Of Work That The Planner And The Doer Should Be Two Different People. It Does Not Follow That The Industrial World Should Be Divided Into Two Classes Of People: A Few Who Decide What Is To Be Done, Design The Job, Set The Pace, Rhythm And Motions, And Order Others About; And The Many Who Do What And As They Are Told.

The Critical Question Is Not "how Can I Achieve?" But "what Can I Contribute?"

The Next Thing To Be Said About What Long-range Planning Is Not, Is That It Does Not Deal With Future Decisions. It Deals With The Futurity Of Present Decisions. Decisions Exist Only In The Present. The Question That Faces The Long-range Planner Is Not What We Should Do Tomorrow.

We Do Not Need More Laws . No Country Suffers From A Shortage Of Laws. We Need A New Model .

An Effective Executive Builds On Strengths - Their Own Strengths, The Strengths Of Superiors, Colleagues, Subordinates, And On The Strength Of The Situation.