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.

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

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

It doesn't matter much where your company sits in its industry ecosystem, nor how vertically or horizontally integrated it is - what matters is its relative 'share of customer value' in the final product or solution, and its cost of producing that value.

When a politician bends the truth or a CEO breaks a promise, trust takes a beating.

Any company that cannot imagine the future won't be around to enjoy it.

Your organization can start tweeting, but that wont change its DNA.