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.

Sometimes you lose - perhaps because you play against the very best, or because surprises happen - but if there is organizational confidence, you bounce back from losses and convert them to successes.

Powerlessness corrupts: absolute powerlessness corrupts absolutely.

Change is a threat when done to me, but an opportunity when done by me.

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.

Leaders are more powerful role models when they learn than when they teach.

... people are capable of more than their organizational positions ever give them the tools or the time or the opportunity to demonstrate.