… all too often, a successful new business model becomes the business model for companies not creative enough to invent their own.[2002] p.46
Resilience is based on the ability to embrace the extremes — while no becoming an extremist. … **Most companies don’t do paradox very well.**(emphasis by author)[2002] p.25f
A good strategy with a bad implementation is a bad strategy
Today, no leader can afford to be indifferent to the challenge of engaging employees in the work of creating the future. Engagement may have been optional in the past, but it’s pretty much the whole game today.
Trust is not simply a matter of truthfulness, or even constancy. It is also a matter of amity and goodwill. We trust those who have our best interests at heart, and mistrust those who seem deaf to our concerns.
Remarkable contributions are typically spawned by a passionate commitment to transcendent values such as beauty, truth, wisdom, justice, charity, fidelity, joy, courage and honor.
At the pinnacle of great design are products so gorgeous and lust-worthy that you want to lick them: a Porsche 911, Samsung’s Luxia TV, an Eames lounge chair or anything by Loro Piana.
I don’t know whether the universe contains any evidence of intelligent design, but I can assure you that thousands of everyday products do not.
You can’t build an adaptable organization without adaptable people – and individuals change only when they have to, or when they want to.
To create an organization that’s adaptable and innovative, people need the freedom to challenge precedent, to ‘waste’ time, to go outside of channels, to experiment, to take risks and to follow their passions.