|
|
Accelerate:
In business today, leadership is the central force mobilizing people to create something that did not previously exist.
|
62 |
|
|
Accelerate:
…management and leadership are very different… both are essential to helping [organizations] win.
|
63 |
|
|
Accelerate:
…in most cases – especially when we are talking about more mature and larger organizations – sufficient leadership just isn’t there.
|
63 |
|
|
Accelerate:
Management ensures the stability and efficiency necessary to run today’s enterprise reliably. Leadership creates needed change to take advantage of new opportunities, to avoid serious threats, and to create and execute new strategies.
|
63 |
|
|
Accelerate:
There is rarely an organization chart in entrepreneurial success stories.
|
65 |
|
|
Accelerate:
…agility can enable a successful young firm to run circles around more mature competitors.
|
66 |
|
|
Accelerate:
…hierarchy… begins to quietly yet systematically kill off the network side of an organization.
|
68 |
|
|
Accelerate:
Dual systems are a natural part of the evolutionary journey of all successful firms… [but] dual systems that occur naturally do not naturally sustain themselves.
|
73 |
|
|
Accelerate:
…in a network system… people will want to be change agents, will volunteer, and will do extra work without extrinsic carrots if they feel the task is rational – but much more so because they feel some true passion for the work.
|
80 |
|
|
Accelerate:
With… passion, it is amazing what people will do – and at no additional cost.
|
80 |
