The workplace revolution that transformed the lives of blue-collar workers in the 1970s and 1980s is finally reaching the offices and cubicles of the white-collar workers.

You will be remembered, in the long haul, for the quality of your work, not the quantity of your work. No one evaluates Picasso based on the number of paintings he churned out.

The manager, in today's world, doesn't get paid to be a steward of resources, a favored term not so many years ago. He or she gets paid for one and only one thing: to make things better (incrementally and dramatically), to change things, to act - today.

How do you humiliate and demean someone and then expect him or her to care about product quality.

To grasp organizational life as it is, read novels (!) .... It is my fervent belief that we will never design rational processes that "overcome" such irregularities-don't bother telling that to a consultant. Hence, we should embrace the real, nonrational, nonlinear world with vigor and glee-and develop enterprise and career strategies accordingly.

To meet the demands of the fast-changing competitive scene, we must simply learn to love change as much as we have hated it in the past.

He who makes the quickest, coolest prototypes reigns!