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…knowledge rapidly deteriorates unless it is used constantly, maintaining within an organization an activity that is used only intermittently guarantees incompetence.

The management of knowledge workers should be based on the assumption that the corporation needs them more than they need the corporation. They know they can leave. They have both mobility and self-confidence.

Knowledge workers expect continuous learning and continuous training. Above all, they want respect, not so much for themselves but for their area of knowledge.

…[knowledge workers] have moved several steps beyond traditional workers, who used to expect to be told what to do… Knowledge workers, in contrast, expect to make the decisions in their own area.

…now that knowledge workers are becoming the key employees, a company also needs to be a desirable employer to be successful.

…knowledge workers are not subordinates; they are ‘associates.’

…once beyond the apprentice stage, knowledge workers must know more about their job than their boss does – or else they are no good at all.

…that they know more about their job than anybody else in the organization is part of the definition of knowledge workers.

One does not ‘manage’ people. The task is to lead people. And the goal is to make productive the specific strengths and knowledge of each individual.

The very fact that an entrepreneurial idea does not encompass all of society or all of knowledge but encompasses just one narrow area makes it more viable.