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…unless it is seen as the task of the individual manager and to the leadership group to lead change, the organization… will not survive.

Even though the new project… does not rank with existing products, somebody in top management must have the specific assignment to work on tomorrow as an entrepreneur and innovator.

Don’t mix managerial units and entrepreneurial ones. Do not ever put the entrepreneurial into the existing managerial component.

Innovation is not ‘flash of genius.’ It is hard work. And this work should be organized as a regular part of every unit within the enterprise, and of every level of management.

The conscience function of giving vision, of setting standards, and of reviewing performance against standards is basically a top-management function. But it has to work with the entire management group.

There is one overall rule: activities that make the same kind of contribution can be combined in one component under one management, whatever their technical specialization.

A basic rule of organization is to build the fewest possible management levels and forge the shortest possible chain of command.

Many people associate procrastination with laziness. But psychologists find that procrastination is not a time management problem – it’s an emotion management problem.

…the measurement and management of risk is more central to our culture than ever before, as the unavoidable cost of navigating a world that we feel that we can actively shape…

Managing risks… is a way of organizing the future, and surveillance is a natural offshoot of our now-obsessive efforts to control what’s coming around the corner.