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Instead of searching for the right organization, management needs to learn to look for, to develop, to test: The organization that fits the task.

Increasingly, employees have to be managed as partners – and it is the definition of a partnership that all partners are equal.

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.

…management has to start out with the assumption that there is no one technology that pertains to an industry and that, on the contrary, all technologies are capable – and indeed likely – to be of major importance to any industry…

…management has to embrace the entire process. It has to be focused on results and performance across the entire economic chain.

National boundaries are important primarily as restraints. The practice of management will increasingly have to be defined operationally rather than politically.

Management’s concern and management’s responsibility are everything that affects the performance of the institution and its results – whether inside or outside, whether under the institution’s control or totally beyond it.

To diagnose problems early, managers must pay attention to the warning signs. A theory of the business becomes obsolete when an organization attains is original objectives.

When managers speak of marketing, they usually mean the organized performance of all selling functions. This is still selling… selling and marketing are antithetical rather than synonymous or even complementary.

Risk-taking decisions… are made every day by a host of people of subordinate rank, very often by people without a traditional managerial title or position.