ideas come at intersections, where different mindsets and skills collide

the smartest person in the room is often the room itself

path to creating value will have twists and turns, fumbles and false steps, and setbacks and moments that feel like failure

habits

assumptions

Habits are reinforced by standard operating procedures, performance management systems, and operating metrics

the systems that enable success in today’s model reinforce behaviors inconsistent with discovering tomorrow’s model.

Only 12 percent of respondents said they had a growth strategy with at least a five-year-plus time horizon. More often, executives reported that “we are too busy executing” (36 percent) or “we have no process for creating one” (25 percent). These companies absolutely have a long-term strategy: to keep doing exactly what they are currently doing. The shadow strategy quietly tugs and nudges a company down a path of perpetuation, even if circumstances demand something drastically different.

habit change requires engaging both people’s rational, logical side and their emotional, intuitive side

The enemy of innovation inside most organizations is institutionalized inertia that is reinforced in systems and norms.

physical and digital reinforcers that connect the first two ideas. They are the signposts that help the rider remember what he or she needs to do