One doesn't have to be a Marxist to be awed by the scale and success of early-20th-cent ury efforts to transform strong-willed human beings into docile employees.

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.

Online hierarchies are inherently dynamic. The moment someone stops adding value to the community, his influence starts to wane.

Out there in some garage is an entrepreneur who's forging a bullet with your company's name on it. You've got one option now - to shoot first. You've got to out innovate the innovators.

Remarkable contributions are typically spawned by a passionate commitment to transcendent values such as beauty, truth, wisdom, justice, charity, fidelity, joy, courage and honor.

Great accomplishments start with great aspirations.

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