An innovation will get traction only if it helps people get something that they're already doing in their lives done better.

Justification for infidelity and dishonesty in all their manifestations lies in the marginal cost economics of “just this once.

Most companies think of disruption as a threat. But disruptive innovations have tremendous growth potential. If incumbent companies can learn how to harness the forces of disruption, they too can improve their ability to create new-growth businesses.

Another thing I've observed is how critical the role of the CEO is when a technology truly is disruptive. In looking back on companies that have successfully launched independent disruptive business units, the CEO always had a foot in both camps. Never have they succeeded when they spin something off in order to get it off the CEO's agenda. The CEOs that did this had extraordinary personal self-confidence, and almost always they were the founders of the companies.

...it's easier to hold to your principles 100% of the time than it is to hold to them 98% of the time.

Whenever we have thanked these men and women for what they have done for us, without exception they have expressed gratitude for having the chance to help - because they grew as they served.

There are direct paths to a successful career. But there are plenty of indirect paths, too.