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

Everything looks like a failure in the middle.

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.

In the most innovative companies there is a significantly higher volume of thank yous than in companies of low innovation.

Innovative organizations provide the freedom to act which arouses the desire to act.

What being among the 'right people' entails is the possession of human capital, rather than organizational capital: an individual reputation, portable skills, and network connections. Career responsibility is squarely in the hands of individuals, a function of their knowledge and networks. Transferable knowledge is more important to a career than firm-specific knowledge.

I've found that small wins, small projects, small differences often make huge differences.