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Inside an organization, there are only cost centers. The only profit center is a customer whose check has not bounced.

By now it is clear that no one can provide the information that knowledge workers need, except knowledge workers themselves. But few managers so far have made much of an effort to decide what they need, and even less, how to organize it.

Managers have to learn two things: eliminate data that does not pertain to the information they need and organize the data to analyze and interpret it.

Managers must rely heavily on the information they need for their work, the information they owe to others, and on the methods they use to turn the chaos of data in the universe into organized and focused information for action.

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

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.

There is no one right or universal [organization] design; each enterprise needs to design around the key activities appropriate to its mission and its strategies.

…organization structure will not just evolve. The only things that develop spontaneously in an organization are disorder, friction, and malperformance.

Organization is unique to each individual business or institution… structure, to be effective, must follow strategy.

Any company that shows an understanding of success makes the key activities… the central elements in its organization structure.