Our biggest challenge is how to create a self-renewing company.

If customer ignorance is a profit centre for you, you're in trouble.

The problem is not one of prediction. It is one of imagination.

In most companies, the formal hierarchy is a matter of public record - it's easy to discover who's in charge of what. By contrast, natural leaders don't appear on any organization chart.

From Gandhi to Mandela, from the American patriot to the Polish shipbuilders, the makers of revolutions have not come from the top.

Our biggest challenge is how to create a self-renewing company.

Resilience is based on the ability to embrace the extremes -- while no becoming an extremist. ... **Most companies don't do paradox very well.** (emphasis by author) [2002] p.25f