Engineers speak half–jokingly about Murphy's Law: " If anything can go wrong, it will." But complexity stands under a second law as well. Let me call… - Peter Drucker

To supply data is not enough. The data have to be integrated with strategy, they have to test a company’s assumptions, and they must challenge a company’s current outlook.

There is tremendous stress these days on liking people, helping people, getting along with people, as qualifications for a manager. These alone are never enough. In every successful organization there is one boss who does not like people, who does not help them, and who does not get along with them. Cold, unpleasant, demanding, he often teaches and develops more men than anyone else. He commands more respect than the most likable man ever could. He demands exacting workmanship of himself as well as of his men. He sets high standards and expects that they will be lived up to. He considers only what is right and never who is right. And though often himself a man of brilliance, he never rates intellectual brilliance above integrity in others. The manager who lacks these qualities of character — no matter how likable, helpful, or amiable, no matter even how competent or brilliant — is a menace and should be adjudged “unfit to be a manager and a gentleman.

demand that their subordinates take responsibility too. They will tend to ask their men: “What are the contributions for which this organization and I, your superior, should hold you accountable? What should we expect of you?