Excerpts

  • Personal mastery is the discipline of continually clarifying and deepening our personal vision, focusing our energies, developing patience, and seeing reality objectively. As such, it is an essential cornerstone of the learning organization—the learning organization’s spiritual foundation. An organization’s commitment to and capacity for learning can be no greater than that of its members. The roots of this discipline lie in both Eastern and Western spiritual traditions, and in secular traditions as well.

    — The Fifth Discipline: The Art & Practice of The Learning Organization by Peter M. Senge

  • Innovation is mysterious. Inspiration is largely unpredictable. But it’s obvious from all the success we see in the marketplace that we can rise to the occasion. Once the habit is ingrained and you become the starter, the center of the circle, you will find more and more things to notice, to instigate, and to initiate. Momentum builds and you get better at generating it. If you go to bed at night knowing that people are expecting you to initiate things all day the next day, you’ll wake up with a list. And as you create a culture of people who are always seeking to connect and improve and poke, the bar gets raised.

    — Poke the Box by Seth Godin

  • Go out and find some real people. Listen to their stories. Don’t ask for the main point. Let the story run its course. Like flowing water, it will find its own way, at its own pace. And if you’ve got patience, you’ll learn more than you might imagine.

    —Tom Kelley, General Manager, IDEO

  • Alignment means that managers should explicitly seek and highlight the commonality between the company’s purpose and values and the employee’s career purpose and values. Some obvious commonality emerges naturally: both sides thrive on progress. Companies want to launch new products, grow their market share, and expand into new markets; employees want to take on new responsibilities, increase their capabilities, and yes, make more money.

    In other words, both company and employee want to be on a winning team. But zoom in a bit more, and differences appear. Perhaps the employee has a side interest in early childhood education, but his tour of duty doesn’t involve that kind of work at all. He does however value autonomy and flexible work hours, which the company can accommodate. There just needs to be sufficient alignment to make the alliance durable.

    — The Alliance: Managing Talent in the Networked Age by Reid Hoffman, Ben Casnocha, et al.

  • Platform scale is achieved as internal processes are transitioned to external interactions. Platforms that enable highly efficient and repeatable interactions scale faster than those that do not. As a result, if higher adoption gets in the way of interaction efficiency and repeatability, the platform may lose value with scale.

    — Platform Scale: How an emerging business model helps startups build large empires with minimum investment by Sangeet Paul Choudary

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