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.

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

Everything looks like a failure in the middle. In neary every change project, doubt is cast on the original vision because problems are mounting and the end is nowhere in sight.

A great idea is not enough.

The positive outlook that optimists project does not come from ignoring or denying problems. Optimists simply assume that problems are temporary and can be solved, so optimists naturally want more information about problems because then they can get to work and do something. Pessimists are more likely to believe that there is nothing they can do anyway, so what's the point of even thinking about it?

in most important ways, leaders of the future will need the traits and capabilities of leaders throughout history: an eye for change and a steadying hand to provide both vision and reassurance that change can be mastered, a voice that articulates the will of the group and shapes it to constructive ends, and an ability to inspire by force of personality while making others feel empowered to increase and use their own abilities.

It is crucial to recognize, reward, and celebrate accomplishments.