The number one premise of business is that it need not be boring or dull. It ought to be fun. If it's not fun, you're wasting your life.

The 'value added' for most any company, tiny or enormous, comes from the Quality of Experience provided.

I don't know what it means to manage the human imagination, but I do know that imagination is the main source of value in the new economy. And I know we'd better figure out the answer to my question-quick.

The Chinese are quite entrepreneurial. Remember when Lenovo bought IBM's PC division. It was said that China didn't need a brand name, China didn't need to buy Lenovo to get into the PC business, I remember reading a one-liner somewhere which struck me as quite possibly true, it said the one thing that the Chinese had not been able to copy or figure out was the way, in terms of systems, that Americans - it probably would be true for Europeans as well - that Americans install and live by their management systems, while China is still quite half-assed. Perhaps that is a true statement.

If timing ain't everything, it's damn close

One potential long-term problem with many current digital libraries is that they grew out of and aresupported by bricks-and-mortar libraries. Although there is nothing inherently wrong with that arrangement, inreality it creates a potentially dangerous situation that I call "the other digital divide."

The principal reason, invariably, most "successful" giant companies rather quickly become also-rans, or just amorphous blobs on the competitive landscape, is their failure to re-tool in anything like a fundamental way. In fact, the worse things get, typically, the more they dig in their heels and defend yesterday's turf.