|
|
Management:
Practically every basic management decision is a long-range decision… every major management decision takes years before it is really effective.
|
122 |
|
|
Management:
Strategic planning is not the application of scientific methods to business decision. It is the application of thought, analysis, imagination, and judgment. Its is responsibility, rather than technique.
|
124 |
|
|
Management:
…forecasting is not a respectable human activity and not worthwhile beyond the shortest of periods. Strategic planning is necessary precisely because we cannot forecast.
|
124 |
|
|
Management:
We can make decisions only in the present, and yet we cannot make decisions for the present alone…
|
125 |
|
|
Management:
The end result of successful strategic planning must be the capacity to take a greater risk, for this is the only way to improve entrepreneurial performance.
|
125 |
|
|
Management:
The plan that provides only for doing additional and new things without provision for sloughing off old and tired ones is unlikely to have results.
|
126 |
|
|
Management:
In the developed countries, industrial workers see themselves as severely deprived. They are defeated, losers, before they even start.
|
184 |
|
|
Management:
The future of business, of the economy, and of society will be influenced greatly by the way we solve or fail to solve the growing crisis of the unions.
|
187 |
|
|
Management:
Managing knowledge work and the knowledge worker will require exceptional imagination, exceptional courage, and leadership of a high order.
|
187 |
|
|
Management:
Knowledge workers, except at the very lowest levels, are not productive under the spur of fear; only self-motivation and self-direction make them productive. They have to be achieving in order to produce at all.
|
188 |
