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…set a high bar for performance. If you want to have a world-class company, you must make sure that the people on your staff – be they young or old, are world-class.

As long as measurements are abused as a tool of control, measuring will remain the weakest area in the manager’s performance.

…the ultimate test of management is performance. Achievement rather than knowledge remains, of necessity, both aim and proof.

Management is about human beings. Its task is to make people capable of joint performance, to make their strengths effective and their weaknesses irrelevant.

Performance has to be built into the enterprise and its management; it has to be measured – or at least judged – and it has to be continuously improved.

…only business has economic performance as its specific mission. It is the definition of a business that it exists for the sake of economic performance.

…if an enterprise fails to perform, we rightly hire not different workers but a new president.

…economic performance comes first – it is the aim of the enterprise and the reason for its existence.

…if work and worker are grossly mismanaged, there will be no economic performance, no matter how good the chief executive may be in managing the business.

…the need for a secure retirement income will increasingly focus people’s minds on the future value of the investment. Corporations… have to pay attention to both their short-term business results and their long-term-performance, as providers of retirement benefits.