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.

Executives often wrongly equate “good value” with “low price.” Instead, “good value” should mean outstanding value for the price.

Our species exists thanks to four billion years of genetic innovation.

To discover the future it is not necessary to be a seer, but it is absolutely vital to be unorthodox.

All of us are prisoners, to one degree or another, of our experience.

The fact is, society is made more hospitable by every individual who acts as if ‘do unto others’ really was a rule.

Most companies don’t have the luxury of focusing exclusively on innovation. They have to innovate while stamping out zillions of widgets or processing billions of transactions.

We don’t know where we’re going, but we’re not going to stray from familiar paths.

In most companies, the formal hierarchy is a matter of public record – it’s easy to discover who’s in charge of what. By contrast, natural leaders don’t appear on any organization chart.

Dakota tribal wisdom says that when you’re on a dead horse, the best strategy is to dismount. Of course, there are other strategies. You can change riders. You can get a committee to study the dead horse. You can benchmark how other companies ride dead horses. You can declare that it’s cheaper to feed a dead horse. You can harness several dead horses together. But after you’ve tried all these things, you’re still going to have to dismount.