The City of Influence / Stewart 1-22

10 I'll risk a wager that you be one of those lads who think that business is all about the numbers and transactions. But business is about relationships.

11 Turning off the cell phone is rule number one in the Code of Conduct.

13 Neither give cherries to pigs nor advice to a fool

20 You must leave the coliseum and never look back.

22 Building a city of influence is the only way to escape the coliseum.

The Pursuit of WOW/Peters 193-194

194 Effective prototyping may be the most valuable 'core competence' an innovative organization can hope to have. Michael Schrage

Innovation is the most important business topic in a crowded market place. And the number one key to innovation is, as I see it, "How do I know what I think..." or LEAP, THEN LOOK

3 of 21 Suggestions for Success /H. Jackson Brown,...

21 Suggestions for Success /H. Jackson Brown,Jr.

1. Marry the right person.

2. Work at something you enjoy and that’s worthy of your time and talent.

3. Give people more than they expect and do it cheerfully.

2 of 21 Suggestions for Success /H. Jackson Brown,...

1. Marry the right person.

2. Work at something you enjoy and that’s worthy of your time and talent.

1 of 21 Suggestions for Success /H. Jackson Brown,Jr.

1. Marry the right person.

The Pursuit of WOW/Peters 192-193

194 Effective prototyping may be the most valuable 'core competence' an innovative organization can hope to have. Michael Schrage

Innovation is the most important business topic in a crowded market place. And the number one key to innovation is, as I see it, "How do I know what I think..." or LEAP, THEN LOOK

Consultative Selling/Mac Hanan 14-15

15 By prolonging your sales cycle through vending, you sacrifice the contribution your own sale force can make to your profits.

Applying a technology to add value to a customer business is a 180-degree different strategy from adding value to the technology. When you claim that your technology can be an enabler of improved customer profitability, you take on two now responsibilities. First, you must know the customer business well enough to know how to enable it. Second, you must know how much of a contribution you can make to its current values and how soon you can make it.

GOOD TO GREAT/COLLINS 208-209

209 All that matters is that you do love it and that you do care.

Indeed, the real question is not, "Why greatness?" but "What work makes you feel compelled to try to create greatness?" If you have to ask the question, "Why should we try to make it great? Isn't success enough?" then you're probably engaged in the wrong line of work.