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…the only true balance ever achieved is in our minds and how we judge ourselves on the choices we make.

Another benefit of small wins is less immediately obvious: They enable the development of the means to attain goals.

…we can’t plot a series of small wins in advance, we must use experiments in order for them to emerge.

…the business environment in which most strategy and management approaches of the twentieth century evolved is increasingly disappearing.

By looking across time – from the value a market delivers today to the value it might deliver tomorrow – managers can actively shape their future and lay claim to a new blue ocean.

…in any organization, fundamental changes can happen quickly when the beliefs and energies of a critical mass of people create an epidemic movement toward an idea.

To tip the cognitive hurdle, not only must you get your managers out of the office to see operational horror, but also you must get them to listen to their most disgruntled customers firsthand.

For a strategy to become a movement, people must not only recognize what needs to be done, but they must also act on that insight in a sustained and meaningful way.

Key to winning over your detractors or devils is knowing all their likely angles of attack and building up counterarguments by irrefutable facts and reason.

…it is only when all the members of an organization are aligned around a strategy and support it, for better or for worse, that a company stands apart as a great and consistent executor.