All too often, a successful new business model becomes the business model for companies not creative enough to invent their own. - Gary Hamel

If a top management team cannot clearly articulate the five or six fundamental industry trends that most threaten its firm's continued success, it is not in control of the firm's destiny.

In the long run, competitiveness derives from an ability to build, at lower cost and more speedily than competitors, the core competencies that spawn unanticipated products.

Resilience is based on the ability to embrace the extremes—while not becoming an extremist. Most companies don't do paradox very well.