No single piece of macroeconomic advice given by the experts to their government has ever had the results predicted.
Every success creates new opportunities. So does every failure.
Defending yesterday is far more risky than making tomorrow.
In most organizations, the bottleneck is at the top of the bottle.
Succession planning often results in the selection of a weaker representation of yourself.
Look at government programs for the past fifty years. Every single one – except warfare – achieved the exact opposite of its announced goal.
In today’s economy, the most important resource is no longer labor, capital or land; it is knowledge.
Of those things that would make a difference, which are right for me?
Use feedback analysis to identify your strengths. Then go to work on improving your strengths. Identify and eliminate bad habits that hinder the full development of your strengths. Figure out what you should do and do it. Finally, decide what you should not do.
Meetings are by definition a concession to a deficient organization. For one either meets or one works. One cannot do both at the same time.
The Pertinent Question is NOT how to do things right – but how to find the right things to do, and to concentrate resources and efforts on them.
Thus, for those who are willing to go out into the field, to look and to listen, changing demographics is both a highly productive and a highly dependable innovation opportunity.
If the feudal knight was the clearest embodiment of society in the early Middle Ages, and the “bourgeois” under Capitalism, the educated person will represent society in the post-capitalist society in which knowledge has become the central resource.
For the social ecologist language is not “communication.” It is not just “message.” It is substance. It is the cement that holds humanity together. It creates community and communication. Social ecologists need not be “great” writers; but they have to be respectful writers, caring writers.
If general perception changes from seeing the glass as ‘half-full’ to seeing it as ‘half empty’ there are major innovative opportunities.
No one has ever failed to find the facts they are looking for.
We’ve spent the last 30 years focusing on the T in IT, and we’ll spend the next 30 years focusing on the I.
The one person to distrust is the one who never makes a mistake. Either he is a phony, or he stays with the safe, the tried, and the trivial.
It is easier to raise the performance of one leader than it is to raise the performance of a whole mass.
An executive should be a realist; and no one is less realistic than the cynic.