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…you must discipline yourself to think things through and separate the quality of the early versions from the longer-term potential and significance of a new product or technology.

During a strategic inflection point, management continually has to refine its conception of the strategic map of the industry… But mental maps are awfully forgiving of ambiguity. You must force yourself to commit your thoughts to paper.

Followers who fear their leaders are unlikely to challenge what their leaders say or think…

…top-performing team members are those who possess the confidence to challenge the status quo, think strategically, and speak up to put the organization’s success at the front of every decision.

…the accelerating Digital Revolution started a new, fertile strand of thinking. It has brought with it an unprecedented pressure for transparency.

…for agencies who do take an integrated approach, and who think of digital not as something apart but as just a part of advertising, the complementarity of artistic, emotional messaging with scientific, rational arguments starts to become real.

…we gain the most by rationing the numbers of metrics we define as critical to any particular mission. The reason why this does not often happen so much is very simple: it requires the painful thinking to be done upfront.

The root of all is the not so humble keyword. We need to think of keywords as the common denominators of the digital age.

Search intent data reveals much about a person’s thoughts and intentions, and when you carefully sift through it, you find a window into what they really want.

The best interactive design starts by facilitating intuitive navigation within the site itself. The less a visitation has to think about her next click, and the one after that, the better.