The biggest barriers to strategic renewal are almost always top management's unexamined beliefs.

Top-down authority structures turn employees into bootlickers, breed pointless struggles for political advantage, and discourage dissent.

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

The single biggest reason companies fail is they overinvest in what is, as opposed to what might be.

In the age of revolution it is not knowledge that produces new wealth, but insight - insight into opportunities for discontinuous innovation. Discovery is the journey; insight is the destination. You must become your own seer.

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.

As human beings, we are the genetic elite, the sentient, contemplating and innovating sum of countless genetic accidents and transcription errors.