I'm not a builder of buildings, I'm a builder of collections.

Power is winning the battle over who owns the customer: the brand or the retailer.

I don't think there's anything wrong with being paternalistic as a company.

No one stopped buying I.B.M. because Tom Watson wasn't there, but they stopped buying Elizabeth Arden because she wasn't there.

Managing through ambiguity can be difficult for even the most experienced leaders. Defining a clear set of goals for your team demonstrates that there is an end in sight. However, it's crucial during this time to move through the transition in phases.

I never imagined working with CEOs, congressmen or the military, yet I make regular visits to the Pentagon, stop by the Capitol now and then and sit down with leaders of all kinds of companies.

One thing we've talked a lot about, even in the first leadership meeting, was, what's the purpose of our leadership team? The framework we came up with is the notion that our purpose is to bring clarity, alignment and intensity.

The intersection of political analysis and Internet theory is a busy crossroad of cliche, where familiar rhetorical vehicles - decentralized authority, emergent leadership, empowered grass roots - create a ceaseless buzz.