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

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.

Most companies don't have the luxury of focusing exclusively on innovation. They have to innovate while stamping out zillions of widgets or processing billions of transactions.

Strategy is, above all else, the search for above average returns.

A titled leader relies heavily on positional power to get things done; a natural leader is able to mobilize others without the whip of formal authority.

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

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