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…the common weakness of many organizations is, by and large, the lack of adequate concern for, and adequate work on, sideways relationships.

The market for jobs and careers has become a genuine mass market. Every organization, therefore, needs to design a ‘career product’ that will attract and satisfy the career customer of tomorrow.

In the information-based organization, the knowledge is primarily at the bottom, in the minds of the specialists, who do different work and direct themselves.

The purpose of an organization is to enable ordinary human beings to do extraordinary things. It is a means to make strengths productive and weaknesses irrelevant.

An organization will have a high spirit of performance if it is consistently directed toward opportunity rather than toward problems.

Truly unique events are quite rare; someone else has already solved virtually every problem an organization faces.

An organization can perform only to the capacity of its individual workers; thus people decision must be right. There are dead-end jobs. But there are no unimportant jobs.

Making people decisions is the ultimate means of organizational control. No organization can perform better than its people.

…every organization,- not just businesses – needs one core competence: innovation.

Capital… is the one key resource of the organization, and it is by no means the scarcest one. The scarcest resources in any organization are performing people.