Business has a way of talking about how to create value, which is in some way isn't bad... We just need to start thinking about if the value we want to create is consistent with all social and environmental well being.

The rate at which organizations learn may soon become the only sustainable source of competitive advantage.

We tend to think that, in a traditional organisation, people are producing results because management wants results, but the essence of a high-quality organisation is people producing results because they want the results. It's puzzling we find that hard to understand, that if people are really enjoying, they'll innovate, they'll take risks, they'll have trust with one another because they are really committed to what they're doing and it's fun

In the Machine Age, the company itself became a machine - a machine for making money.

The difference between a healthy group or organization and an unhealthy one lies in its members' awareness and ability to acknowledge their felt needs to conform.

[Seeds Are Small.] Becoming a force of nature doesn't mean that all of our aspirations must be "grand." First steps are often small, and initial visions that focus energy effectively often address immediate problems. What matters is engagement in the service of a larger purpose rather than lofty aspirations that paralyze action. Indeed, it's a dangerous trap to believe that we can pursue onlhy "great visions."

In the absence of a great dream pettiness prevails. Shred visions foster risk taking, courage and innovation. Keeping the end in mind creates the confidence to make decisions even in moments of crisis.