First and most obvious, bring out the three old warhorses of competition - cost, quality, and service - and drive them to new levels, making every person in the organization see them for what they are, a matter of survival.

Without doubt, there are lots of ways to measure the pulse of a business. But if you have employee engagement, customer satisfaction, and cash flow right, you can be sure your company is healthy and on the way to winning.

If you have a reputation as a big, stiff bureaucracy, you're stuck.

Our behavior is driven by a fundamental core belief: the desire, and the ability, of an organization to continuously learn from any source, anywhere; and to rapidly convert this learning into action is its ultimate competitive advantage.

The story about GE that hasn't been told is the value of an informal place. I think it's a big thought. I don't think people have ever figured out that being informal is a big deal.

The most important job you have is growing your people, giving them a chance to reach their dreams.

When it comes to strategy, ponder less and do more.