卓越的工作是基于技能、价值观、能力和信念。每个组织都有丰富多样的宗教遗产和文化。在不利用这些能源和基本概念的情况下运营我们的企业，就像在没有燃料棒的情况下运营核电站一样——这更安全，但它从来不会运行得很好。不同文化的价值观并不经常出现在公司议程上，但如果要让卓越成为游戏的名称，这种沉默必须改变。然后，我们将看到卓越以新的、戏剧性的方式发挥作用。但我要提醒你一句。创建和管理一支“多元文化”的劳动力队伍并不是一个“快速解决问题的办法”，而是一个复杂的学习和发展过程，对个人和组织都有重大好处。 所以，创造“多元文化”的劳动力，让过去随波逐流

Excellence at work is based on skills, values, competencies and beliefs. In every organization there are rich and varied religion heritages and cultures. To run our businesses without tapping those energies and fundamental concepts is like running a nuclear power station without the fuel rods--it's safer, but it never works very well. Values of differing cultures are not often on the corporate agenda, but if excellence is to be the name of the game this reticence must change. Then we shall see excellence work in new and dramatic ways. But a word of warning. Creating and managing a "multi-cultural" workforce is not a "quick fix on the back," but rather is a complex learning and development process which has significant benefits for individuals and organizations alike. So create that "multi-cultural" workforce and "let the past drift away with the water."