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.

One simply cannot pay tribute to Stephen Covey without saying at the outset that he was a lovely human being.

We all know of the dangers and inequities of the traditional digital divide: People who have good access tocomputer networks have a distinct advantage - in terms of both life opportunities and quality of life, I wouldargue - over the vast majority of the world's population that does not yet have good access to computernetworks. The "other" digital divide points to an increasingly unstable situation that has developed inlibrarianship as digital libraries have evolved and matured.

You are who you go to lunch with! Break bread with cool and you will become more cool. Conversely: break bread with dull and well, you can figure it out.

People of all demographic categories and geographic regions will access a good digital library.

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.

Anybody who is an entrepreneur is a person who essentially has impaired judgment. The odds of success are zilch. This valley is loaded to the gills with a whole lot of totally insane people who honest to God believe that they can be the next Bill Gates or the next Scott McNealy. And that is genuinely stupid.