“Conversation is a catalyst for innovation.”
— John Seely Brown
“The harder you fight to hold on to specific assumptions, the more likely there’s gold in letting go of them.”
“It’s never enough to just tell people about some new insight. Rather, you have to get them to experience it a way that evokes its power and possibility. Instead of pouring knowledge into people’s heads, you need to help them grind anew set of eyeglasses so they can see the world in a new way.”
“If you can design the physical space, the social space, and the information space together to enhance collaborative learning, then that whole milieu turns into a learning technology.”
“Processes don’t do work, people do.”
“The job of leadership today is not just to make money, it’s to make meaning.”
“Practice provides the rails on which knowledge flows.”
“The need for innovation – the lifeblood of business – is widely recognized, and imagination and play are key ingredients for making it happen.”
“If I ain’t learning, it ain’t fun.”
“The locus of corporate innovations has been product development. But in times of rapid and unpredictable change, the creation of individual products becomes less important than the creation of a general organizational aptitude for innovation.”
“For me, the concept of design is more than object-oriented; it encompasses the design of processes, systems and institutions as well. Increasingly, we need to think about designing the types of institutions we need to get things done in this rapidly accelerating world.”
“It’s been said that if NASA wanted to go to the moon again, it would have to start from scratch, having lost not the data, but the human expertise that took it there the last time.”
“We are working on creating self-describing, self-organizing, self-diagnosing and self-repairing networks.”
“People need to know more than what a piece of information means. They also need to know how the information matters.”
“As the Big Shift takes hold, companies are no longer places that exist to drive down costs by getting increasingly bigger. They’re places that support and organize talented individuals to get better faster by working with others. The rationale of the firm shifts from scalable efficiency to scalable learning – the ability to improve performance more rapidly and learn faster by effectively integrating more and more participants distributed across traditional institutional boundaries.”
“Push” describes a method and means of organizing activities and actions. Push operates on a key assumption – that it is possible to forecast or anticipate demand. Based on this assumption, push works mightily to ensure that the right people and resources are delivered at the right place and the right time to serve the anticipated demand.”
“We all have passions.”
“Rather than focusing on attracting and retaining talent, as they do today, institutional leaders must shift their attention to accessing and developing talent.”
“Core participants tend to focus on transactions rather than investing in the long-term effort to build sustainable, trust-based relationships on the edge.”
“Our research into emerging creation spaces has identified three elements that combine to set in motion the increasing-returns dynamics that make these spaces successful: participants, interactions, and environments.”
“The most important invention that will come out of the corporate research lab in the future will be the corporation itself.”
“Rather than molding individuals to fit the needs of the institution, institutions will be shaped to provide platforms to help individuals achieve their full potential by connecting with others and better addressing challenging performance needs.”
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