Growing other leaders from the ranks isn't just the duty of the leader, it's an obligation.

Organizations should try to find out if their learning programs actually work.

Companies which get misled by their own success are sure to be blind sided.

People who cannot invent and reinvent themselves must be content with borrowed postures, secondhand ideas, fitting in instead of standing out.

The factory of the future will have only two employees, a man and a dog. The man will be there to feed the dog. The dog will be there to keep the man from touching the equipment.

Frank Gehry designs buildings that make other architects half his age (he's 78) gasp with envy. Neotony is what makes him lace up his skates and whirl around the ice rink, while visionary buildings come to life and dance in his head.

Organizations have to come to grips with the fact that tests of adaptive capability aren't always pleasant. Learning can be a powerful emotional event, and organizations have to be cognizant of that. They must understand that those who complete high-quality executive education programs are going to see the organization with fresh eyes after they return. Those who re-enter the workplace filled with new enthusiasm and new ideas often find a chilly response on the part of their supervisors.