Quotes of All Topics . Occasions . Authors
Win small, win early, win often.
Only stupid questions create wealth.
people are all there is to an organization
You can't use an old map to see a new land.
Are we changing as fast as the world around us?
Influence is like water. Always flowing somewhere.
Great accomplishments start with great aspirations.
Discovery is the journey; insight is the destination.
Innovation is the only insurance against irrelevance.
We live in a moment that is pregnant with possibility.
The problem is not one of prediction. It is one of imagination.
Our biggest challenge is how to create a self-renewing company.
Strategy is, above all else, the search for above average returns.
There are as many foolhardy ways to grow as there are to downsize.
Your organization can start tweeting, but that wont change its DNA.
If customer ignorance is a profit centre for you, you're in trouble.
The value of your network is the square of the number of people in it.
Any company that cannot imagine the future won't be around to enjoy it.
Perseverance may be just as important as speed in the battle for the future.
Ideas that transform industries almost never come from inside those industries.
Businesses fail when they over-invest in what is at the expense of what could be.
When a politician bends the truth or a CEO breaks a promise, trust takes a beating.
It's important to remember that innovators in business don't always get a platform.
Companies do not do new things because they understand it but because they feel it.
A noble purpose inspires sacrifice, stimulates innovation and encourages perseverance.
What matters in the new economy is not return on investment, but return on imagination
Fact is, inventing an innovative business model is often mostly a matter of serendipity.
The goal is not to speculate on what might happen, but to imagine what you can make happen.
Never before has the gap between what we can imagine and what we can accomplish been smaller.
The biggest barriers to strategic renewal are almost always top management's unexamined beliefs.
Innovation is the fuel for growth. When a company runs out of innovation, it runs out of growth.
Obviously, you don't have to be religious to be moral, and beastly people are sometimes religious.
The single biggest reason companies fail is they overinvest in what is, as opposed to what might be.
Organizational structures of today demand too much from a few, and not much at all from everyone else.
In the long term the most important question for a company is not what you are but what you are becoming.
We owe our existence to innovation. Our species exists thanks to four billion years of genetic innovation.
For the first time in history we can work backward from our imagination rather than forward from our past.
Power has long been regarded as morally corrosive, and we often suspect the intentions of those who seek it.
In a world of commoditized knowledge, the returns go to the companies who can produce non-standard knowledge.
The fact is, society is made more hospitable by every individual who acts as if 'do unto others' really was a rule.
Like a child star whose fame fades as the years advance, many once-innovative companies become less so as they mature.
For every person who can imagine a possibility there are tens of thousands who are stuck in the greased grooves of history.
Taking risks, breaking the rules, and being a maverick have always been important but today they are more crucial than ever.
Online hierarchies are inherently dynamic. The moment someone stops adding value to the community, his influence starts to wane.
All too often, a successful new business model becomes the business model for companies not creative enough to invent their own.
From Gandhi to Mandela, from the American patriot to the Polish shipbuilders, the makers of revolutions have not come from the top.
In a well-functioning democracy, citizens have the option of voting their political masters out of office. Not so in most companies.
An enterprise that is constantly exploring new horizons is likely to have a competitive advantage in attracting and retaining talent.
This extraordinary arrogance that change must start at the top is a way of guaranteeing that change will not happen in most companies.
Top-down authority structures turn employees into bootlickers, breed pointless struggles for political advantage, and discourage dissent.