We've reached the end of incrementalism. Only those companies that are capable of creating industry revolutions will prosper in the new economy.
Somewhere out there is a bullet with your company's name on it. Somewhere out there is a competitor, unborn and unknown, that will render your strategy obsolete. You can't dodge the bullet – you're going to have to shoot first. You're going to have to out-innovate the innovators.
If customer ignorance is a profit centre for you, you're in trouble.
Management innovation is going to be the most enduring source of competitive advantage. There will be lots of rewards for firms in the vanguard.
From Gandhi to Mandela, from the American patriot to the Polish shipbuilders, the makers of revolutions have not come from the top.
In the age of revolution it is not knowledge that produces new wealth, but insight - insight into opportunities for discontinuous innovation. Discovery is the journey; insight is the destination. You must become your own seer.
Top-down authority structures turn employees into bootlickers, breed pointless struggles for political advantage, and discourage dissent.
Business leaders must find ways to infuse mundane business activities with deeper, soul-stirring ideals, such as honor, truth, love, justice, and beauty.
The opportunities for future growth are everywhere. Seeing the future has nothing to do with speculating about what might happen. Rather, you must understand the revolutionary potential of what is already happening.
Ideas that transform industries almost never come from inside those industries.
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.
What's true for churches is true for other institutions: the older and more organized they get, the less adaptable they become. That's why the most resilient things in our world - biological life, stock markets, the Internet - are loosely organized.
Competition for the future is competition to create and dominate emerging opportunities-to stake out new competitive space. Creating the future is more challenging than playing catch up, in that you have to create your own roadmap.
The value of your network is the square of the number of people in it.
Influence is like water. Always flowing somewhere.
The only thing that can be safely predicted is that sometime soon your organization will be challenged to change in ways for which it has no precedent.
There is no way to create wealth without ideas. Most new ideas are created by newcomers. So anyone who thinks the world is safe for incumbents is dead wrong.
In an increasingly non-linear economy, incremental change is not enough-you have to build a capacity for strategy innovation, one that increases your ability to recognize new opportunities.
Win small, win early, win often.
Perseverance may be just as important as speed in the battle for the future.
Organizational structures of today demand too much from a few, and not much at all from everyone else.
Your organization can start tweeting, but that wont change its DNA.
In a well-functioning democracy, citizens have the option of voting their political masters out of office. Not so in most companies.
Online hierarchies are inherently dynamic. The moment someone stops adding value to the community, his influence starts to wane.
This extraordinary arrogance that change must start at the top is a way of guaranteeing that change will not happen in most companies.
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