... 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

**New business concepts are always, always the product of lucky foresight.**That's right - the essential insight doesn't come out of any dirigiste planning process; it comes form some cocktail of happenstance, desire, curiosity, ambition and need. But at the end of the day, there has to be a degree of foresight -- a sense of where new riches lie. So radical innovation is always one part fortuity and one part clearheaded vision.[first-line bold by author][2002] p.23

You have to train people how to be business innovators. If you don't train them, the quality of the ideas that you get in an innovation marketplace is not likely to be high.

Companies do not do new things because they understand it but because they feel it.

Ideas that transform industries almost never come from inside those industries.