| Disruptive innovation is antithetical to good management |
25 |
| Results are produced by vital behaviors |
16 |
| Changing things requires directing the Rider and motivating the Elephant |
15 |
| Changing things happens in the opposite direction |
14 |
| Leading like a gardener creates shared consciousness |
14 |
| Shared consciousness maximizes availability of strategic information |
14 |
| Empowered execution enables effective adaptation to threats and opportunities |
12 |
| Influencing behavior engages six sources of influence |
12 |
| Smart autonomy is freedom to act according to strategic intent |
12 |
| Pressure to meet a target value changes the system or the data |
11 |
| Strategy identifies management systems needed for winning |
11 |
| Strategy narrows the competitive field |
11 |
| Leadership is intentional influence |
10 |
| Leaders cultivate an innovative environment |
10 |
| Strategy defines the choices for winning in a chosen field |
10 |
| Strategy identifies capabilities needed for winning in a chosen field |
10 |
| Strategy is focused on a winning aspiration |
10 |
| A catalyst starts and moves on from a decentralized organization |
9 |
| People don’t buy what you do, they buy why you do it |
9 |
| Building shared vision results in intrinsic motivation |
9 |
| Emerging markets are decreasingly attractive as organizations get larger |
8 |
| Influence focuses on results |
8 |
| Leadership becomes more important with increasing complexity |
8 |
| Inquiry into complex issues is seldom rewarded |
8 |
| Tribalism is human nature |
7 |
| Unchecked optimism leads to project failure |
7 |
| Change efforts are undermined by three measurement mistakes |
6 |
| Disruptive innovation requires plans for learning rather than implementation |
6 |
| Leadership is maintaining full engagement from your group |
6 |
| Complex problems can be solved at the periphery |
5 |
| In decentralized social systems leadership is by influence |
5 |
| Innovator’s dilemma is about first-mover advantage |
5 |
| Perseverance balances faith and honesty |
5 |
| Visionaries only succeed together with implementers |
5 |
| Effects of interventions in systems of dynamic complexity are not immediately obvious |
5 |
| Admitting uncertainty is not necessarily indicative of lack of expertise |
4 |
| Catalysts are fundamentally different from CEOs |
4 |
| Disruptive innovations tend to flourish in new organizations |
4 |
| Epistemic confidence pertains to truth |
4 |
| Impact of disruptive innovations cannot be predicted |
4 |
| Incumbents often invent what later destroys them |
4 |
| Need for distribution of authority is commensurate to an organization’s size. |
4 |
| Strategic capability is required for thinking your way out of difficult positions |
4 |
| Strategy formulation is an iterative process |
4 |
| Good decision-making does not mix values with facts |
3 |
| Innovation requires an organizational culture that values it |
3 |
| Leadership requires a vision and ability to communicate it |
3 |
| Organizations focused on competitors become entrenched |
3 |
| Spiral of Silence means the price of speaking out rises over time |
2 |