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The greatest source of your future success is the data that has not been created yet.

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The Internet unleashed the greatest source of power since the dawn of time, information.

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Success is a process, not a destination.

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Companies get disrupted because their management is smart, not because they aren’t.

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Successful organizations lose to win.

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Companies are never victims of disruption; they are enablers of disruption.

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Business is highly personal.

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Humans tend to overestimate the short-term and underestimate the long-term.

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It’s not a technology problem; it’s a thinking problem.

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The role of creating growth is the opposite of operating.

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Consensus is when a group talks and talks and the person with the most power in the room says, “I think we have a consensus, and it is x.”

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In the absence of data, bullies and bullshitters always win.

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Action must be taken before outcomes are known.

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Executives need to be comfortable being uncomfortable.

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Playing not to lose is the surest way to lose.

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If you don’t know, you know.

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“That’s not our business” could be the most destructive phrase in the corporate world.

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You can’t plan what you don’t know.

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All algorithms are biased.

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Higher-quality inputs create higher-quality outputs.

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All of us are better than any of us.

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You can’t give away credit, support, love—if it’s done sincerely, it will come back to you.

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If you’re unwilling to take personal risks, you won’t take corporate risks.

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There are good boards, and there are bad boards.

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If you’re not in the boardroom, you can’t conduct a proper evaluation of a board member.

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A problem revealed invites solutions.

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Ideas unexpressed become corporate cancer, eating away at the individual and depriving the firm of the very thing that can allow it to thrive in disruption.

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Bureaucracy fights back.

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Reality is already unforgivingly complex, to which disruption adds truths not yet discovered that are equally if not more complex.

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Access to technology is table stakes; how firms use the technology separates the good from the great.

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Industriousness and enthusiasm are the cornerstones of success.

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It’s lived experience that brings true diversity of thought.

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We all are Veruca Salt. We want exactly what we want, when and where we want it—and at the lowest possible cost.

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The time to double-down on investment is before success is obvious.

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Wherever you find friction in an organization, you find a ‘B’ player.

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You cannot affect anything or influence anyone until you first change yourself.

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The gap between ignorance and knowing is shorter than the gap between knowing and doing.

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Creating a new path at any organization is three steps forward, two steps back.

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