Throughout human history, people have developed strong loyalties to traditions, rituals, and symbols. In the most effective organizations, they are not only respected but celebrated. It is no coincidence that the most highly admired corporations are also among the most profitable. Why? Because everyone involved is committed to certain non-negotiable core values. Traditions keep them alive. Rituals such as special occasions reaffirm them. Symbols serve as constant reminders of their enduring importance.

The importance of discretion increases with closeness to the top of a hierarchical organization.

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.

The difference between "winners" and "losers" is not whether they face obstacles and setbacks - we all do, and it is inevitable that plans do not unfold exactly as imagined or that unexpected events surprise us or that a few mistakes happen. The real difference is that "winners" bounce back from a fumble or a loss by refusing to panic, analyzing the situation and looking for positive actions they can take to correct the problem, and then go on to resume winning.

The very lack of opportunity the group faces creates a self-defeating cycle and puts pressure on members to limit their aspirations.

People who are making decisions about the future often don't have access to some of the best ideas in the company, which may be at the periphery or at lower levels.

John Akers once said that changing IBM's culture was more difficult than getting elephants to dance. Of course it's really difficult, as Lou Gerstner also found out years later. The title of his own book is Who Says Elephants Can't Dance? He and his top executives were change masters at IBM. All organizations, especially the larger ones, will always need change masters. Dissatisfaction with the status quo and efforts to improve it should be encouraged rather than discouraged. Regrettably, that is often not the case.