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.

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.

It seems the best approach for any venture is a combo platter - Japan's quality-consciousness paired with America's willingness to experiment and (sometimes) fail.

There's an idea out there that salespeople have actually been obliterated by the Internet, which is just not supported by the facts.

The monkeys solved the puzzle simply because they found it gratifying to solve puzzles. They enjoyed it. The joy of the task was its own reward.

Studying design has made me a much, much more astute observer of this aspect of business. And I'm working mightily to improve my empathic skills. I've dramatically improved my ability to read facial expressions - and I'm trying to be a better, more attentive listener.

To sell well is to convince someone else to part with resources—not to deprive that person, but to leave him better off in the end.