The most important invention that will come out of the corporate research lab in the future will be the corporation itself.

The job of leadership today is not just to make money, it's to make meaning.

It's never enough to just tell people about some new insight. Rather, you have to get them to experience it a way that evokes its power and possibility. Instead of pouring knowledge into people's heads, you need to help them grind anew set of eyeglasses so they can see the world in a new way.

The locus of corporate innovations has been product development. But in times of rapid and unpredictable change, the creation of individual products becomes less important than the creation of a general organizational aptitude for innovation.

The harder you fight to hold on to specific assumptions, the more likely there's gold in letting go of them.

The technologies that will be most successful will resonate with human behaviour instead of working against it. In fact, to solve the problems of delivering and assimilating new technology into the workplace, we must look to the way humans act and react. In the last 20 years, US industry has invested more than $1 trillion in technology, but has realised little improvement in the efficiency of its knowledge workers ­ and virtually none in their effectiveness. If we could solve the problems of the assimilation of new technology, the potential would be enormous.

If I ain't learning, it ain't fun.