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.

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

In the long term the most important question for a company is not what you are but what you are becoming.

Out there in some garage is an entrepreneur who's forging a bullet with your company's name on it. You've got one option now - to shoot first. You've got to out innovate the innovators.

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

Perseverance may be just as important as speed in the battle for the future.

Influence is like water. Always flowing somewhere.