The most radical thing we can do is connect people to one another. That starts conversations toward a vision for change.

Leadership is one of the most enduring, universal human responsibilities.

To stay ahead, you must have your next idea waiting in the wings.

The way innovating companies are designed leaves ambiguities, overlaps, decision conflicts or decision vacuums in some parts of the organisation. People rail at this, curse it-and invent innovative ways to overcome it.

Change is like putting lipstick on a bulldog. The bulldog's appearance hasn't improved, but now it's really angry.

A vision is not just a picture of what could be; it is an appeal to our better selves, a call to become something more.

Leaders is the new organisation do not lack motivational tools, but the tools are different from those of traditional corporate bureaucrats. The new rewards are based not on status but on contribution, and they consist not of regular promotion and automatic pay rises, but of excitement about the mission and a share of the glory of success.