Building human-centered organizations doesn't imply a return to the paternalistic, corporate welfare practices of the 19th century. Most of us don't want to be nannied.

Whatever you shoot is dead for a while before it starts to stink. The same goes for strategies. How many organizations carry this dead thing around with them, unaware of its irrelevancy until it is too late?

Discovery is the journey; insight is the destination.

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

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

The real damper on employee engagement is the soggy, cold blanket of centralized authority. In most companies, power cascades downwards from the CEO. Not only are employees disenfranchised from most policy decisions, they lack even the power to rebel against egocentric and tyrannical supervisors.

For the first time in history we can work backward from our imagination rather than forward from our past.