Why do companies so often fail to adapt? ... no shortage of ways ... But ... firms need to recognize the need for change ... organizations tend to operate ... blind momentum... why are they slow to change course? ...very difficult to study how companies adapt ... need both a large sample of firms and a reliable way of quantifying their choices....…

I don’t know what got you out of bed ... probably wasn’t your company’s mission statement... purpose ... was noble... provide employees with that clear purpose... become a purpose-driven organization... [which] have more motivated employees... easier recruiting top talent... great performance... less turnover... greater profitability... customers …

CEOs and industry leaders all told me, “...Culture is the most important thing.” But when I asked “What exactly is culture, and how can I affect mine?” they became extremely vague.... I focused all my energy on “leading by example.”... did not scale as the company grew... became a hodgepodge of different cultures fostered under different managers.…

In Ronald Coase's The Nature of the Firm ... the function of a firm was to reduce transaction costs, especially information costs, and that firms would grow until the increase in organizational costs canceled out efficiency gains... Today, however, we live in an information economy. Competitiveness is no longer determined by how efficiently we…

"in the cause of wider employee participation... there’s more to success than just investing heavily in the latest Enterprise 2.0 technology platforms. Large-scale engagement of the workforce requires, first and foremost, a firm grasp of organizational culture and its social dynamics, a psychological understanding of what triggers new behavior, …