Terms Of Service
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Terms Of Service
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A noble purpose inspires sacrifice, stimulates innovation and encourages perseverance.
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.
Like a child star whose fame fades as the years advance, many once-innovative companies become less so as they mature.
To escape the curse of commoditization, a company has to be a game-changer, and that requires employees who are proactive, inventive and zealous.
An adaptable company is one that captures more than its fair share of new opportunities. It's always redefining its 'core business' in ways that open up new avenues for growth.
An enterprise that is constantly exploring new horizons is likely to have a competitive advantage in attracting and retaining talent.
Remarkable contributions are typically spawned by a passionate commitment to transcendent values such as beauty, truth, wisdom, justice, charity, fidelity, joy, courage and honor.
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.
As the great grandchildren of the industrial revolution, we have learned, at last, that the heedless pursuit of more is unsustainable and, ultimately, unfulfilling. Our planet, our security, our sense of equanimity and our very souls demand something better, something different.
As human beings, we are the only organisms that create for the sheer stupid pleasure of doing so. Whether it's laying out a garden, composing a new tune on the piano, writing a bit of poetry, manipulating a digital photo, redecorating a room, or inventing a new chili recipe - we are happiest when we are creating.
The biggest barriers to strategic renewal are almost always top management's unexamined beliefs.
The fact is, society is made more hospitable by every individual who acts as if 'do unto others' really was a rule.
You can't build an adaptable organization without adaptable people - and individuals change only when they have to, or when they want to.
The real damper on employee engagement is the soggy, cold blanket of centralized authority. In most companies, power cascades downwards from the CEO. Not only are employees disenfranchised from most policy decisions, they lack even the power to rebel against egocentric and tyrannical supervisors.
At the pinnacle of great design are products so gorgeous and lust-worthy that you want to lick them: a Porsche 911, Samsung's Luxia TV, an Eames lounge chair or anything by Loro Piana.
A well-conceived product excels at what it does. It's close to being functionally flawless - like a Ziploc bag, a radio from Tivoli Audio, a Philips Sonicare toothbrush, a Nespresso coffee maker or Google's home page.
In a democracy, you don't need anyone's permission to form a new political party, publish a politically charged article, or organize a 'tea party.' And in open markets, individuals are free to buy and invest as they see fit.
While one should never underestimate the ability of risk-besotted financiers to wreak havoc, the real threat to capitalism isn't unfettered financial cunning. It is, instead, the unwillingness of executives to confront the changing expectations of their stakeholders.
Over the centuries, religion has become institutionalized, and in the process encrusted with elaborate hierarchies, top-heavy bureaucracies, highly specialized roles and reflexive routines.
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.
An uplifting sense of purpose is more than an impetus for individual accomplishment, it is also a necessary insurance policy against expediency and impropriety.
In a well-functioning democracy, citizens have the option of voting their political masters out of office. Not so in most companies.
To create an organization that's adaptable and innovative, people need the freedom to challenge precedent, to 'waste' time, to go outside of channels, to experiment, to take risks and to follow their passions.
Businesses fail when they over-invest in what is at the expense of what could be.
I live a half mile from the San Andreas fault - a fact that bubbles up into my consciousness every time some other part of the world experiences an earthquake. I sometimes wonder whether this subterranean sense of impending disaster is at least partly responsible for Silicon Valley's feverish, get-it-done-yesterday work norms.
If corporate leaders and their acolytes are not slaves to some meritorious social purpose, they run the risk of being enslaved by their own ignoble appetites.
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