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…to succeed, maybe even to survive, in the new environment, organizations and leaders must fundamentally change.

…the constantly changing, entirely unforgiving environment in which we all now operate denies the satisfaction of any permanent fix.

…feeling comfortable or dodging criticism should not be our measure of success… what really matters is succeeding.

…the principles that undergird [mechanized] systems remain firmly embedded in the way organizations of all types approach management and leadership.

Complexity means that, in spite of our increased abilities to track and measure, the world has become, in many ways, vastly less predictable.

In complex environments, resilience often spells success, while even the most brilliant engineered fixed solutions are often insufficient or counterproductive.

…all the efficiency in the world has no value if it remains statis in a volatile environment.

Team members must all work toward the same goal, and in volatile, complex environments that goal is changeable.

Team members tackling complex environments must all grasp the team’s situation and overarching purpose.

….[teams], through their understanding of the situation and commitment to an outcome – purpose – can tackle threats more complex than any leader can foresee.