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…great rewards will accrue to those who can take conceptual knowledge from one problem or domain and apply it in an entirely new one.

Knowledge increasingly needs not merely to be durable, but also flexible – both sticky and capable of broad application.

Desirable difficulties like testing and spacing make knowledge stick. It becomes durable.

…knowing when to quit is such a big strategic advantage that every single person, before undertaking an endeavor, should enumerate conditions under which they should quit.

Change, Certainty

…for difficult challenges organizations tend toward local search. They rely on specialists in a single knowledge domain, and methods that have worked before.

The larger and more accessible the library of human knowledge, the more chances for inquisitive patrons to make connections at the cutting edge.

Seeding the soil for generalists and polymaths who integrate knowledge takes more than money. It takes opportunity.

In the knowledge economy, the main task for top management is to define and implement the organizational rules of the game.

…management (and hence executive authority) is essential in two conditions that are the hallmarks of our modern economy: an emphasis on knowledge as the key competitive resource, and competition based on innovation.