 |
…the assumption to start with is that the technologies that are likely to have the greatest impact on a company and an industry are technologies outside its own field.
|
074 |
 |
…a company can make a social contribution only if it is highly profitable.
|
098 |
 |
…tomorrow always arrives. It is always different. And then even the mightiest company is in trouble if it has not worked on the future.
|
120 |
 |
…an alliance may be the way to achieve genuine synergy between separate and independent companies.
|
457 |
 |
Start-ups and established companies alike… simply can’t afford to be slowed down by organizational silos.
|
018 |
 |
…most companies are far too slow to adopt promising platforms, trapped by legacy planning, budgeting, and organizational norms. By the time they are ready to act, evanescent early advantages are long gone.
|
022 |
 |
…no company… can simply assume that customers will continue to be actively engaged.
|
207 |
 |
One of the greatest threats to long-term success is when companies aren’t vigilant enough about responding to changes in their market…
|
266 |
 |
Today, no company can afford to leave any potential customers up for grabs by competitors.
|
268 |
 |
…companies that acknowledged spiritual values and aligned them with company goals outperformed those that did not.
|
224 |
