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Knowledge workers may have an attachment to an organization and feel comfortable within it, but their primary allegiance is likely to be their specialized branch of knowledge.

The management of knowledge workers should be based on the assumption that the corporation needs them more than they need the corporation. They know they can leave. They have both mobility and self-confidence.

…top management in the next society’s corporation will [need to] balance the three dimensions of the corporation: as an economic organization, as a human organization, and as increasingly important social organization.

…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.

To survive and succeed, every organization will have to turn itself into a change agent. The most effective way to manage chance successfully is to create it.

…succession has always been the ultimate test of any top management of any institution.

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…