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Whatever the reason… a change in strategy requires reanalyzing the key activities and adapting the structure to them.

…organizational changes should not be undertaken often and should not be undertaken lightly. Reorganization is a form of surgery, and even minor surgery has risks.

…do not try to change yourself; it is unlikely to be successful. But work, and hard, to improve the way you perform. And try not to do work of any kind in a way in which you do not perform or perform poorly.

It takes only the smallest of changes to shatter an epidemic’s equilibrium.

…if you want to bring about a fundamental change in people’s belief and behavior… you need to create a community around them, where those new beliefs can be practiced and expressed and nurtured.

People become attached to how products look and work, and rolling out changes too quickly or abruptly can result in backlash.

One of the greatest threats to long-term success is when companies aren’t vigilant enough about responding to changes in their market…

An incentive is a bullet, a lever, a key: an often tiny object with astonishing power to change a situation.

Good design can change the world. (And so, alas, can bad design.)

Playing video games enhances individuals’ ability to detect changes in the environment and their capacity to process information simultaneously.