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

During the ten years I lived in the U.K., I frequently attended an Anglican church just outside of London. I enjoyed the energetic singing and the thoughtful homilies. And yet, I found it easy to be a pew warmer, a consumer, a back row critic.

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

It's important to remember that innovators in business don't always get a platform.

Great accomplishments start with great aspirations.

Over the centuries, religion has become institutionalized, and in the process encrusted with elaborate hierarchies, top-heavy bureaucracies, highly specialized roles and reflexive routines.

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