Species go extinct because there are historical contraints built into a given body or a given design.

We tend to think of the mind of an organization residing in the CEO and the organization's top managers, perhaps with the help of outside consultants that they call in. But that is not really how an organization thinks.

The nature of an innovation is that it will arise at a fringe where it can afford to become prevalent enough to establish its usefulness without being overwhelmed by the inertia of the orthodox system.

Singularity is the point at which "all the change in the last million years will be superseded by the change in the next five minutes."

It is easy to make a dollar but it is hard to make a difference.

Managing bottom-up change is its own art.

The organization and the environment are in concert.