One way of building private foresight out of public data is looking where others aren't ... if you want to see the future, go to an industry confab and get the list of what was talked about. Then ask, "What did people never talk about?" That's where you're going to find opportunity.

I'm not one of those professors whose office is encased floor-to-ceiling with books. By the way, I think academics do this to intimidate their visitors.

You can't build an adaptable organization without adaptable people - and individuals change only when they have to, or when they want to.

For every person who can imagine a possibility there are tens of thousands who are stuck in the greased grooves of history.

In the long term the most important question for a company is not what you are but what you are becoming.

people are all there is to an organization

This extraordinary arrogance that change must start at the top is a way of guaranteeing that change will not happen in most companies.