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…management and leadership are very different… both are essential to helping [organizations] win.

…a management-driven hierarchy systematically creates competitive complacency, and, when the pressures are great, false urgency.

A management-driven hierarchy tends to relegate action into its silos.

Management-driven hierarchies are designed to offer either economic rewards or threats.

Great urgency that drives people in a dozen different directions achieves nothing.

A lack of clarity will always, at some point, undermine the development of a dual system, as people rush off in nonaligned directions.

…while outsourcing is just beginning to pick up speed, software can already perform many rule-based, professional functions better, more quickly, and much more cheaply than we can.

…instead of restraining negative behavior, rewards and punishments can often set it loose and give rise to cheating, addiction, and dangerously myopic thinking.

Greatness and near-sightedness are incompatible. Meaningful achievement depends on lifting one’s sights and pushing toward the horizon.

…we can listen to the research, drag our business and personal practices into the twenty-first century, and craft a new operating system to help ourselves, our companies, and our world work a little better.