Win Small, Win Early, Win Often.

**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

All Too Often, A Successful New Business Model Becomes The Business Model For Companies Not Creative Enough To Invent Their Own.

The Biggest Barriers To Strategic Renewal Are Almost Always Top Management's Unexamined Beliefs.

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.

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.