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.

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

In a world of commoditized knowledge, the returns go to the companies who can produce non-standard knowledge.

In the age of revolution you have to be able to imagine revolutionary alternatives to the status quo. If you can't, you'll be relegated to the swollen ranks of keyboard-pounding automatons.

Never before has the gap between what we can imagine and what we can accomplish been smaller.

All too often, legacy management practices reflexively perpetuate the past - by over-weighting the views of long-tenured executives, by valuing conformance more highly than creativity and by turning tired industry nostrums into sacred truths.

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