Employees throughout downsized companies do not have time to think about new growth opportunities. Nor are they inclined to suggest innovations because their implicit commitment contract with the company has been severed.

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If we want people on the front lines of companies to be responsible for making good business decisions, they must have the same information that managers use to make good business decisions.

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In a company of 2500 people, there are 2500 egos running around, each with his or her own view of reality.

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Running a company is a constant process of breaking out of systems and challenging conditioned reflexes, of rubbing against the grain.

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If new ideas are the lifeblood of any thriving organization... managers must learn to revere, not merely tolerate, the people who come up with the ideas.

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Few trends could so thoroughly undermine the very foundations of our free society as the acceptance by corporate officials of a social responsibility other than to make as much money for their stockholders as possible.

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I've always believed in cash flow rather than stated profits, because when you state profits you've got to pay 50% to the government.

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To downsize effectively you have to have empathy with the people who are losing their jobs... What you say to them has a lot to do with the attitude of the survivors: whether they see the company as a money-machine or keep their respect for it.

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I believe you can go into any traditionally centralized corporation and cut its headquarters staff by 90 percent in one year.

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You must avoid the investigation trap � you can't postpone tough decisions by studying them to death.

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