In a garage somewhere, an entrepreneur is forging a bullet with your company's name on it.

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There are as many foolhardy ways to grow as there are to downsize.

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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.

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You might merge with another organization, but two drunks don't make a sensible person.

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To escape the curse of commoditization, a company has to be a game-changer, and that requires employees who are proactive, inventive and zealous.

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Top-down authority structures turn employees into bootlickers, breed pointless struggles for political advantage, and discourage dissent.

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Whatever you shoot is dead for a while before it starts to stink. The same goes for strategies. How many organizations carry this dead thing around with them, unaware of its irrelevancy until it is too late?

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We like to believe we can break strategy down to Five Forces or Seven Ss. But you can't. Strategy is extraordinarily emotional and demanding.

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Creative strategies seldom emerge from the annual planning ritual. The starting point for next year's strategy is almost always this year's strategy... the company sticks to what it knows, even though the real opportunities may be elsewhere.

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My fundamental belief is that if a company wants to see the future, 80 percent of what it is going to have to learn will be from outside its own industry.

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