There's a simple, but oft-neglected lesson here: to sustain success, you have to be willing to abandon things that are no longer successful.

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

Dakota tribal wisdom says that when you're on a dead horse, the best strategy is to dismount. Of course, there are other strategies. You can change riders. You can get a committee to study the dead horse. You can benchmark how other companies ride dead horses. You can declare that it's cheaper to feed a dead horse. You can harness several dead horses together. But after you've tried all these things, you're still going to have to dismount.

We live in a moment that is pregnant with possibility.

One doesn't have to be a Marxist to be awed by the scale and success of early-20th-cent ury efforts to transform strong-willed human beings into docile employees.

We've reached the end of incrementalism. Only those companies that are capable of creating industry revolutions will prosper in the new economy.

Influence is like water. Always flowing somewhere.