In large organizations there are discrete functions. I do this; you do that. I swim in my lane; you swim in your lane. That can be very effective for certain processes and in certain stable conditions. But it doesn't work in unstable conditions.

Greatness and nearsightedness are incompatible. Meaningful achievement depends on lifting one's sights and pushing toward the horizon.

Typically, if you reward something, you get more of it. You punish something, you get less of it. And our businesses have been built for the last 150 years very much on that kind of motivational scheme.

In economic terms, we've always thought of work as a disutility - as something you do to get something else. Now it's increasingly a utility - something that's valuable and worthy in its own right.

Empathy is about standing in someone else's shoes, feeling with his or her heart, seeing with his or her eyes. Not only is empathy hard to outsource and automate, but it makes the world a better place.

Questions are often more effective than statements in moving others. Or to put it more appropriately, since the research shows that when the facts are on your side, questions are more persuasive than statements, don't you think you should be pitching more with questions?

Large companies are not going to disappear. Multinational companies with tens of thousands of employees are not going to disappear. In fact, many of them are getting larger because they can benefit from economies of scale.