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.

A titled leader relies heavily on positional power to get things done; a natural leader is able to mobilize others without the whip of formal authority.

An enterprise that is constantly exploring new horizons is likely to have a competitive advantage in attracting and retaining talent.

Win small, win early, win often.

The single biggest reason companies fail is they overinvest in what is, as opposed to what might be.

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

This extraordinary arrogance that change must start at the top is a way of guaranteeing that change will not happen in most companies.