Organizational Inspiring Quotes

With Teal, serving the purpose becomes more important than serving the organization, opening up new possibilities for collaboration across organizational boundaries.

Leadership creates performance in people because it impacts willingness; it’s a matter of modeling, inspiring, and reinforcing.

Growth responds to Structure whether organizational or personal. Build a structure for your life if you must grow

Why fear feedback? Why stigmatize failure in the workplace when it’s bringing you closer to achieving your organizational goals.

Colonial, white supremacist organizational practices seem inevitable because they were so universally adopted over the next centuries, and they still govern the great majority of our institutions, but they were design choices. This means that other choices are available, even when they seem far-fetched. We know what spices and organizations look like, feel like, and function like when they are inspired by the colonizers’ principles of separation, competition and exploitation. How would they be different if they were based on principles like integration and interdependence, reciprocity and relationship?

Authentic leaders inspire us to engage with each other in powerful dreams that make the impossible possible. We are called on to persevere despite failure and pursue a purpose beyond the paycheck. This is at the core of innovation. It requires aligning the dreams of each individual to the broader dream of the organization.

We need leadership books that offer information as well as inspiration. Pop leadership is one of the most destructive forces today.

The current social organization is a sophisticated lie and invisible prison without bars.

Good managers don't set a goal to increase efficiency, but rather an implementation of business process improvements that result in higher efficiency as well.

There is absolutely nothing more important than the organizational level of leadership. Nothing.

If you can move people by inspiring and building their confidence to own and drive your new strategy, they will be committed to seeing change through and overcoming the organizational constraints you confront.

When it comes to busines...I mean your business. Always remember you are the leader of your businesnot the Manager. You are the inspiration of your organization, you are the core that moves your business forward..... and this is your added value as a business owner.

What exactly are values? Values are not your skills or knowledge but things that you acquired unconsciously since childhood. You may think that you can change yourself enough to cope with the demands of a career. Be careful because it’s much easier to acquire skills than to change values. Hence the importance of matching your values with the, organizational culture.

Being a leader doesn’t mean you have people reporting to you on an organizational chart—leadership is about inspiring and motivating those around you. A good leader affects a team’s ability to deliver code, architect good systems, and apply Lean principles to how the team manages its work and develops products. All of these have a measurable impact on an organization’s profitability, productivity, and market share.

Here’s what turns a successful hierarchy into one that impedes progress: when too many people begin, subconsciously, to equate their own value and that of others with where they fall in the pecking order. Thus, they focus their energies on managing upward while treating people beneath them on the organizational chart poorly. The people I have seen do this seem to be acting on animal instinct, unaware of what they are doing. This problem is not caused by hierarchy itself but by individual or cultural delusions associated with hierarchy, chiefly those that assign personal worth based on rank. By not thinking about how and why we value people, we can fall into this trap almost by default.

Cleveland Clinic Case Study At Cleveland Clinic, we encourage different areas of the organization to perform the kind of analysis just described by holding them accountable for saving money. In 2009, Cleveland Clinic set an organizational goal of reducing the amount it was spending on supplies of various kinds. It took its inspiration from Apple, a company that maintains stringent control over the cost of supplies. To help the internal cost-cutting committees, we set out to raise care providers’ consciousness, putting price tags on instruments and supplies and posting the costs of supplies where caregivers could see them. The goal was to make caregivers mindful about supply use. These efforts helped the organization reach its goal of cutting spending on supplies by $100 million over two years. To promote ongoing cost awareness and savings, we created scorecards that quantify and measure quality and cost, and we set goals: “Cut your costs on heart valve implants by 20 percent while improving quality by 10 percent.” We check the progress on these scorecards every three months. If we don’t see movement in the right direction, we ask new questions and implement ways to encourage and reward cost-saving measures.

Culture in self-managing structures is both less necessary and more impactful than in traditional organizations. Less necessary because culture is not needed to overcome the troubles brought about by hierarchy. And more impactful, for the same reason—no energy is gobbled up fighting the structure, and all energy and attention brought to organizational culture can bear fruit. From a Teal perspective, organizational culture and organizational systems go hand in hand, and are facets of the same reality—both are equally deserving of conscious attention.

Because these are early days for Teal, most of the organizational practices you choose will be deeply countercultural. Expect people to question your choices and tell you that your choices are foolish!

A practical tip: explore the assumptions with your team, not on your own. And as a first step, start by uncovering the unspoken assumptions behind the traditional hierarchical organizational (Amber/Orange) model: workers are lazy and untrustworthy; senior people have all the answers; employees can’t handle difficult news; and so forth.

Future strong is as focused on the success of every individual as it is on organizational success — creating an environment where people can achieve their dreams and full potential.

Whether a chief executive officer (CEO) is applying the practices to build an organizational vision or an employee is helping a colleague resolve a problem, anyone at any organizational level can leverage leadership practices.

Here’s what turns a successful hierarchy into one that impedes progress: when too many people begin, subconsciously, to equate their own value and that of others with where they fall in the pecking order. Thus, they focus their energies on managing upward while treating people beneath them on the organizational chart poorly. The people I have seen do this seem to be acting on animal instinct, unaware of what they are doing.

No one can be made to evolve in consciousness, even with the best of intentions—a hard truth for coaches and consultants, who wish they could help organizational leaders adopt a more complex worldview by the power of conviction.

Questions have changed me immensely. I have greater self-confidence and a more relaxed attitude. I don't feel that I always have to have the answers in conversations or in situations where I need to speak at the spur of the moment. I feel this has increased my communication skills, especially listening and persuading. I have more trust in myself and others. Leading with questions has led to more trust, which appears to be a paradox of group life. I have stronger initiative and commitment. I learn more as I have become more directional by more questions. I have more patience and self-control, have greater openness and transparency. I now see myself as more adaptable and flexible. I am optimistic about opportunities [and] more inspirational and have greater vision and cognitive capability. Questions have given me greater understanding of organizational and political realities; I recognize the importance of organizational context and orientation. I am more willing to take risks in creating opportunities. I have a greater empathy with employees, customers, and others and a stronger commitment to develop others. My empowerment orientation is greater.

There are three types of teams, each of which requires different types of management and organization. The first type of team is like a pair of doubles tennis partners. It is a small team, in which each person adapts to the abilities of the other. Players have a primary responsibility, but can play many different roles. The second type of team is like a soccer or football team, in which each person has a given position, but the whole team moves together. The third team type is like a baseball team, in which all players have an assigned position and play on the team, rather than as a team. This model is akin to the traditional Detroit automaker, where each person has his or her assigned task. Organizations have to decide which type of team fits best, a decision that affects the entire organizational culture. Mixed teams don’t work; they just confuse everyone involved. Increasingly, organizations are becoming more like soccer or tennis teams, in which each member has to take more personal responsibility in making decisions. In such organizations, managers must inspire, rather command. You must fit the appropriate management style for your team type.

The most powerful features of an organizational culture are trust and respect.

Transformational leadership means leaders inspiring and motivating followers to achieve higher performance by appealing to their values and sense of purpose, facilitating wide-scale organizational change. Such leaders encourage their teams to work toward a common goal through their vision, values, communication, example-setting, and their evident caring about their followers’ personal needs.

High-performing teams use deliberate intention to align personal and organizational values.

The more powerful our pulse, the more fully engaged we can be. The same is true organizationally. To the degree that leaders and managers build cultures around continuous work—whether that means several-hour meetings, or long days, or the expectation that people will work in the evenings and on weekends—performance is necessarily compromised over time. Cultures that encourage people to seek intermittent renewal not only inspire greater commitment, but also more productivity

What is right is more important than who is right. Craving to be always right erodes the stature of a leader.

Management by objective (MBO) which means purposeful leadership to achieve a strategic objective is one of the keys to successful airline management. MBO is also referred to as Management by Results – MBR. This is a system where subordinates coordinate with their superiors to achieve the desired objective. Under this principle, the goals of the organization are linked to employee goals. Management objectives are made to meet operational objectives. And both management and operational objectives are made to achieve organizational long-term objectives. Organisational objectives are linked to the vision and mission of the organisation. The team is made aware of the achievable goals of the organization and unified effort is exerted in that direction; on the other hand, the employee whose performance is noteworthy will be rewarded by the organization. This builds a transparent and clean work culture on one hand and the other unclogs communication blocks.

But for all that American industrial brawn and organizational ability could do, for all that the British and Canadians and other allies could contribute, for all the plans and preparations, for all the brilliance of the deception scheme, for all the inspired leadership, in the end success or failure in Operation Overlord came down to a relatively small number of junior officers, noncoms, and privates or seamen in the American, British, and Canadian armies, navies, air forces, and coast guards. If the paratroopers and gliderborne troops cowered behind hedgerows or hid out in barns rather than actively seek out the enemy; if the coxswains did not drive their landing craft ashore but instead, out of fear of enemy fire, dropped the ramps in too-deep water; if the men at the beaches dug in behind the seawall; if the noncoms and junior officers failed to lead their men up and over the seawall to move inland in the face of enemy fire—why, then, the most thoroughly planned offensive in military history, an offensive supported by incredible amounts of naval firepower, bombs, and rockets, would fail.

Back in Pearl Harbor, we visited the USS Bowfin submarine museum and called it officer training. I was worried that the crew would think some of these things tacky, but that wasn’t the case. It helped provide organizational clarity into what we were about—the why for our service. USE YOUR LEGACY FOR INSPIRATION is a mechanism for CLARITY.

You can’t do meaningful work that makes a difference unless you’re devoted to learning, growing, and stretching your skills. If you want others to redefine what you do and who you are within organizational boundaries, then you have to be able to redefine yourself. That means going above and beyond what’s called for. It means seeing your résumé as a dynamic, changing document every year. It means using your contacts inside and outside your network to deliver each project you’re assigned with inspired performance. Peters calls this the pursuit of WOW in everything you do.

So many leaders are bound by a contract to lead when it should be bound by your choice to lead.

If you want a true Strategic Plan you must create and maintain a supportive, inspiring, forward-thinking Culture; the reverse is also true.

Anyone can bark out orders. It doesn’t take strength to yell at people, write them up or blame them for mistakes. It doesn’t take courage to boss people around in private and public when the organizational chart gives them the power to do that. It is the height of cowardice to manage a team with the presumption that they have to listen to you, because of your job title relative to theirs.

Leadership is more than a job title: It can and does exist at every organizational level.

It was a great job for a while,” Jim said with trademark understatement. For a while? At Jim’s salary, with the stock options still ahead of him, he was closing in on “pay off your parents’ mortgage and start a foundation” territory. What more could one person possibly want from a job? Well, for Jim Koch, it wasn’t about more; it was about different. In the beginning at BCG, Jim was being paid to learn about business strategy, product categories, organizational issues, and business problems. But once he entered management, his job became . . . well . . . boring. He was selling BCG’s services rather than diving into problems and finding solutions. “The learning stopped,” he said. “And then I had this epiphany. I asked myself, ‘Do I want to do this the rest of my life?’ And the answer came back: ‘No.’ And the corollary to that was, ‘Well, if I don’t want to do it for the rest of my life, I probably don’t want to do it tomorrow.

Leading is about people and their wellbeing the first foundation to the organisations wellbeing.

As leaders strive to be more authentic, they not only elevate their own leadership but also inspire authenticity within their teams, creating a ripple effect that can drive organizational success and create a legacy of positive influence.

Always have a plan and believe in it. Do not compromise. Nothing good happens by accident—it happens because of good organization. There must be a plan for everything and the plan will prevent you from overlooking little things. By having that plan, you’ll be secure and self-doubts will never become a factor.

Culture, as we know it, is like a hidden river that courses beneath the surface of an organization. Its currents, strong yet silent, dictate the ebb and flow of organizational life, guiding behaviors, shaping perceptions, and influencing interactions. These undercurrents are coded with shared beliefs, values, and norms, inscribed not in explicit policies but in unwritten rules, subtle cues, and tacit understandings.

Skip table Area Description Desirable features Key benefits eg Youth Services Organization Purpose ​–​Why do we exist beyond financial gain? ​–​Emotional appeal ​–​The emphasis shouldn’t change over time ​–​Calls for a togetherness ​–​Grabs attention ​–​Memorable ​–​Benefits selected stakeholders (eg employees, customers, society) ​–​Heart then head appeal ​–​Inspires selflessness ​–​Creates belonging ​–​Catalyst for collaboration ​–​Helps people find meaning ​–​Attracts followers ​–​Creates advocates ​–​To give hope to vulnerable young people Vision ​–​What would success look, feel and sound like? ​–​Brings purpose to life ​–​Evokes imagery ​–​Takes a long-term view ​–​Increases clarity ​–​Has uniqueness ​–​Presents a challenge ​–​Commercial reference ​–​Provides an impetus for and inspires action ​–​Creates focus beyond the day-to-day activities ​–​Provides a benchmark to measure progress against ​–​To become the most respected, innovative and sustainably funded youth services provider in xx countries

The ideal team purpose process should… The ideal team purpose should… ​–​energize ​–​inspire ​–​include robust dialogue ​–​demonstrate patience ​–​be emotionally demanding ​–​help reveal discrepancies and conflicts in team members’ roles (Wageman et al, 2008) ​–​be clear/give clarity ​–​be challenging ​–​be consequential (Wageman et al, 2008; Hackman, 2011) ​–​take time ​–​take effort ​–​be a joint creation (Katzenbach and Smith, 1993, 1993b) ​–​provide meaning beyond making money ​–​be aspirational as opposed to preventative and reactive ​–​energize others ​–​encourage collective responsibility ​–​(Edmondson, 2012) ​–​unearth the motivation and energy of individual members ​–​surface differences of opinion ​–​renew a sense of passion and commitment (Leary-Joyce and Lines, 2018) ​–​have an element related to winning, being first, revolutionizing or being cutting edge ​–​belong to each individual in the team ​–​belong collectively to the team (Katzenbach and Smith, 1993b) ​–​involve dialogue with wider system sponsors (Hawkins, 2017) ​–​orientate a team towards its objective, helping them choose strategies to support their work (Hackman, 2011)

Taking inspiration from Personal Construct Psychology and the work of Burr et al (2014), it can be useful for the team to reflect on the following questions: How do we perceive ourselves as a team? How do we perceive the other team? How do we think the other team perceives us? How do we think the other team perceives themselves?

The Visionary DNA Common Roles Common Traits Common Challenges • Entrepreneurial “spark plug” • Are the founding entrepreneur • Inconsistency • Inspirer • Have lots of ideas/idea creation/idea growth • Organizational “whiplash,” the head turn • Passion provider • Are strategic thinkers • Dysfunctional team, a lack of openness and honesty • Developer of new/big ideas/breakthroughs • Always see the big picture • Lack of clear direction/undercommunication • Big problem solver • Have a pulse on the industry and target market • Reluctance to let go • Engager and maintainer of big external relationships • Research and develop new products and services • Underdeveloped leaders and managers • Closer of big deals • Manage big external relationships (e.g., customer, vendor, industry) • “Genius with a thousand helpers” • Learner, researcher, and discoverer • Get involved with customers and employees when Visionary is needed • Ego and feelings of value dependent on being needed by others • Company vision creator and champion • Inspire people • Eyes (appetite) bigger than stomach; 100 pounds in a 50-pound bag • Are creative problem solvers (big problems) • Resistance to following standardized processes • Create the company vision and protect it • Quickly and easily bored • Sell and close big deals • No patience for the details • Connect the dots • Amplification of complexity and chaos • On occasion do the work, provide the service, make the product • ADD (typical; not always) • All foot on gas pedal—with no brake • Drive is too hard for most people

You always need Good Work in your life. At an organizational level, Good Work is vital. It is a company’s bread and butter—the efficient, focused, profitable work that delivers next quarter’s returns. Great Work Great Work is what we all want more of. This is the work that is meaningful to you, that has an impact and makes a difference. It inspires, stretches, and provokes. Great Work is the work that matters.

Entrepreneurs who succeed in employing and promoting the right people for the work within their business and in establishing an appropriate corporate organizational surrounding create the conditions for healthy growth.

most managers fail to notice that by solving their people’s problems, they are training people to bring their problems to the manager without first searching for a solution.

Communication is the continuation of business by other means. The business objective (or in the case of government or not-for-profit, the organizational objective) is the overriding goal, and communication is merely one of the means of achieving it. And means can never be considered in isolation from their purposes.

Here’s what turns a successful hierarchy into one that impedes progress: when too many people begin, subconsciously, to equate their own value and that of others with where they fall in the pecking order. Thus, they focus their energies on managing upward while treating people beneath them on the organizational chart poorly. The people I have seen do this seem to be acting on animal instinct, unaware of what they are doing. This problem is not caused by hierarchy itself but by individual or cultural delusions associated with hierarchy, chiefly those that assign personal worth based on rank.

A clear vision must be developed in order to inspire, motivate, and activate people to move the business forward together

Following the practice of the times, the grand princes and, later, the kings of Poland acquired the right of patronage; that is, they could appoint Orthodox bishops and even the metropolitan himself. Thus, the crucial issue of the leadership of the Orthodox faithful was left in the hands of secular rulers of another, increasingly antagonistic, church… The results were disastrous. With lay authorities capable of appointing bishops, the metropolitan's authority was undermined. And with every bishop acting as a law unto himself, the organizational discipline of the Orthodox church deteriorated rapidly. Even more deleterious was the corruption that lay patronage engendered… Under the circumstances, Orthodoxy's cultural contributions were limited. Schools, once one of the church's most attractive features, were neglected. Unqualified teachers barely succeeded in familiarizing their pupils with the rudiments of reading, writing, and Holy Scriptures. The curriculum of the schools had changed little since medieval times. The fall of Constantinople to the Ottomans in 1453 added to the intellectual and cultural stagnation by depriving the Orthodox of their most advanced and inspiring model. Lacking both external and internal stimuli, Orthodox culture slipped into ritualism, parochialism, and decay. The Poles, meanwhile, were enjoying a period of cultural growth and vitality. Benefiting from the West's prodigious outbursts of creative energy, they experienced the Renaissance with its stimulating reorientation of thought.

But in this case, we had made the mistake of confusing the communication structure with the organizational structure.

Here’s what turns a successful hierarchy into one that impedes progress: when too many people begin, subconsciously, to equate their own value and that of others with where they fall in the pecking order. Thus, they focus their energies on managing upward while treating people beneath them on the organizational chart poorly.

When it comes to busines...I mean your business. Always remember you are the leader of your busines not the Manager. You are the inspiration of your organization, you are the core that moves your business forward..... and this is your added value as a business owner.

Service journalists. That's how an editor-in-chief described us to a roomful of corporate communicators. We are, he said, purveyors of ideas, of information and inspiration through writing intended to produce a positive response. Call what we do, then, action journalism. Transcending the mere delivery of information, it is writing with the expectation that our readers will act as a result of reading our words. And because of what we expect from them as a result of our efforts, a huge difference separates our kind of writing from the standard journalist's. They report and analyze. We report and advocate. They help sell newspapers and magazines. We help achieve organizational goals by influencing action. We create and enhance employee, shareholder, and customer confidence, build faith in corporate leadership, pride in its products. We heighten employee morale, foster belief in our company's intrinsic worth and trust in its mission. Ours is journalism with a definite slant, specific points of view, ulterior motives, particular objectives, all tilted toward the company, institution, association, or agency employing us.

Company Team Buildingis a tool that can help inside inspiring a team for that satisfaction associated with organizational objectives. Today?azines multi-cultural society calls for working in a harmonious relationship with assorted personas, particularly in global as well as multi-location companies. Business team building events strategies is a way by which team members tend to be met towards the requirements of the firm. They help achieve objectives together instead of working on their particular. Which are the benefits of company team building events? Team building events methods enhance conversation among co-workers. The huge benefits include improved upon morality as well as management skills, capacity to handle difficulties, and much better understanding of work environment. Additional positive aspects would be the improvements inside conversation, concentration, decision making, party problem-solving, and also reducing stress. What are the usual signs that reveal the need for team building? The common signs consist of discord or even hostility between people, elevated competitors organizations between staff, lack of function involvement, poor decision making abilities, lowered efficiency, as well as poor quality associated with customer care. Describe different methods of business team development? Company team development experts as well as person programs on ?working collaboratively? can supply different ways of business team building. An important method of business team building is actually enjoyment routines that want communication between the members. The favored activities are fly-fishing, sailing regattas, highway rallies, snow boarding, interactive workshops, polls, puzzle game titles, and so forth. Each one of these routines would help workers be competitive and hone their own side considering abilities. Just what services are offered by the team building events trainers? The majority of the coaches offer you enjoyable functions, coming from accommodation to be able to dishes and much more. The actual packages include holiday packages, rope courses, on-going business office video games, and also ice-breakers. Coaching fees would depend on location, number of downline, classes, and sophistication periods. Special discounts are available for long-term deals of course, if the quantity of associates will be higher. Name some well-known corporate team development event providers within the U.Utes. Several well-liked companies are Accel-Team, Encounter Based Studying Inc, Performance Supervision Organization, Team development Productions, The education Haven Incorporated, Enterprise Upwards, Group Contractors In addition, and Team development USA.If you want to find out more details, make sure you Clicking Here

If synagogues would reconceptualize their venue as a third place, they would feel more like a welcoming home in all aspects of their operations.21 Reenvisioning the synagogue venue in this way is not a far stretch in imagination, as “home,” or bayit, precedes the three primary functions of synagogues (beit kenesset, beit midrash, beit tefillah). This shift in thinking can cause profound changes in how synagogues relate to people on an individual level, how they approach the diversity of today's Jewish community, and how they seek to relate to their broader environment. For example, in contrast to the above mission and vision statements, a synagogue that sees itself as third place might have the following mission and vision: The mission of Temple XX is to enable members and seekers to experience Judaism in a community that offers compelling meaning to today's big and small questions of life from a Jewish perspective. Temple XX broadens and deepens opportunities for all—young and old, Jewish and non-Jewish, religious and secular, learned and just learning, committed and seeking—to find and create a welcoming home. By realigning outdated organizational thinking with relevant frameworks for building Jewish community, Temple XX's initiatives reach out to those beyond the core synagogue community. A synagogue that reenvisions itself as a third place might have a vision statement that reads: Our synagogue aspires to become a place of relevance, where people will want to experience the joy of community and be inspired by enduring Jewish values. Between a hectic home life and a pressured work environment, our synagogue will be the Jewish place where people renew their minds and spirits and create rewarding Jewish connections.

Do you want to resolve a conflict successfully? Don't wait, start a conversation.

Regarding quality, the following rule is very important: do each activity right at the first time with the aim of saving money and time. Regardless of the process under consideration, the activities that were carried out badly may cause repetitions with considerable additional costs.

Any information that isn’t public will cause suspicion (why else would someone go through the trouble to keep it secret?), and suspicion is toxic for organizational trust.

In 1982, economists at the Brookings Institute estimated that about 62 per cent of the value of a typical American firm stemmed from its physical assets—everything from tables and chairs to factories and inventories. Everything else consisted of more intangible “knowledge assets.” By 1992, the balance had completely reversed. They calculated that only 38 per cent of the average firm’s value came from its physical assets. With the shift towards more knowledge-intensive production processes, it is natural that firms should start to worry much more about employee loyalty. It is relatively easy to stop employees from making off with company property—just post guards at the gate. But when employees leave, they generally take with them all the knowledge and experience they have acquired, and there is no way to stop them. So the best way for a firm to retain control of its assets is to build a strong organizational culture, one that will inspire loyalty and allegiance from its employees. From this perspective, it is entirely predictable that the firms that depend most heavily on the knowledge of their workers will also be the firms that put the most effort into employee retention. Software companies in particular are famous for their efforts to create a corporate culture that will secure employee allegiance.

Office reformers are pulled in two directions. They either follow Frederick Taylor (the father of scientific management) and the successive waves of management scientists who thought that with enough overhead cameras, spreadsheets, computing power, and analysis, they could “solve” the organization and its problems. Or they follow the dreamers of the 1970s and ’80s, who, inspired by the cybernetic-counterculture movement, thought that by getting rid of that same organizational infrastructure, they could free workers to reach their full potential by embracing chaos, complexity, new technology, or all three.

ORGANIZATIONAL MODELS Seeing is not believing; believing is seeing! You see things, not as they are, but as you are. Eric Butterworth

An authentic leader cares about producing high quality work that can benefit others with the use of strong organizational and critical thinking skills.

the facilitator's role shifts from a coach who helps a team uncover and analyze "What is"-a left-brain activity-to a coach who inspires a team to innovate and design "what could be"-a right-brain activity.

The ideology of leadership and management that underpins large-scale human organizations today is as limiting to organizational success as the ideology of feudalism was limiting to economic success in the sixteenth and seventeenth centuries.

Organizational leaders often accept and act on two fundamental assumptions. One is that market boundaries and industry conditions are given. You cannot change them. You have to build your strategy based on them. 4 The other is that, to succeed within these environmental constraints, an organization must make a strategic choice between differentiation and low cost. Either it can deliver greater value to customers at a greater cost and hence a higher price, or it can deliver reasonable value at a lower cost. But it can’t do both. Hence, the essence of strategy is seen as making a value-cost trade-off.

Because making a movie involves hundreds of people, a chain of command is essential. But in this case, we had made the mistake of confusing the communication structure with the organizational structure.

Being a leader doesn’t mean you have people reporting to you on an organizational chart—leadership is about inspiring and motivating those around you.

every time humanity has shifted to a new stage, it has invented a new way to collaborate, a new organizational model.

The secret to organizational inspiration is to build information networks that allow hunches to persist and disperse and recombine. Instead of cloistering your hunches in brainstorm sessions or R&D labs, create an environment where brainstorming is something that is constantly running in the background, throughout the organization, a collective version of the 20-percent-time concept that proved so successful for Google and 3M.

the facilitator’s role shifts from a coach who helps a team uncover and analyze “what is”—a left-brain activity—to a coach who inspires a team to innovate and design “what could be”—a right-brain activity. Skilled facilitators can easily shift between these two roles.