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.

My half-baked reading of history is that we continue to go through these waves of entrepreneurial explosion followed by merger mania and consolidation. Out of that come big sluggish companies that eventually collapse under the weight of what they've created, and are killed off by the next wave of entrepreneurs.

And remember: Everything in business is a paradox. To be excellent, you have to be consistent. When you're consistent, you're vulnerable to attack. Yes, it's a paradox. Now deal with it!

Usage tends to be global, while funding tends tobe local. When we allow it to happen, usage of a digital library is remarkably diverse and widespread.

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.

The world has not just "turned upside down". It is turning in every which way at an accelerating pace.