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…policies, rules, and procedures, even sensible ones, become barriers to strategic speed.

Even in mature organizations, informal networks of change agents frequently operate under the hierarchical radar to making something new happen faster.

For speed and agility, you need a fundamentally different way to gather information, make decisions, and implement decisions that have some strategic significance.

…a vision that fits a big strategic opportunity and select strategic initiatives… can move you with speed and agility toward the vision.

A Big Opportunity is something that can potentially lead to significant outcomes if the possibility is exploited well enough and fast enough.

The digital medium is all about speed and brevity. It may make communication efficient, but it’s not effective when it comes to making friends.

The more successfully you use language, the faster you can get ahead in life.

…being able to sniff the finish line – whether it offers a hunk of cheese or a slice of meaning – can invigorate us to move faster.

…synching fast and slow… requires a boss – someone or something above and apart from the group itself to set the pace, maintain the standards, and focus the collective mind.

…when experts make decisions, they don’t logically and systematically compare all available options. That is the way people are taught to make decisions, but in real life it is much too slow.