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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.

…entrepreneurship and innovation can be achieved by any business. But they must be consciously striven for.

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.

…the delusion of higher profits to be achieved through ‘premium’ prices is almost universal, even though it always opens the door to entrepreneurial judo.

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.

Neither studies nor market research nor compute remodeling are a substitute for the test of reality. Everything improved or new needs, therefore, first to be tested on a small scale, that is, it needs to be piloted.

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.