What makes us say we want to be creative but, in reality, act the opposite? What makes it so easy to say that we encourage new thinking but act and reward the opposite? What kind of culture do we build that makes it so difficult?

Everyone I’ve met who started a business has one thing in common: They have a dream.

The art of communicating is to find the limit on how far you can stretch your “communications rubber band” before it breaks. It’s the fast track to increase the impact of your communications.

Surprises can be both positive and negative. Compare ”I got a surprise in birthday present” to ”the closure came as a surprise.” Delivering a surprise is often very useful if you want to communicate a message.

If you want to become an innovative, value-creating organization, there is only one way. It is not simple, and it has many risks – but also a great reward for those who succeed.

I often talk about it’s the details that lead to failure. I sometimes tell a fictitious story about when we have developed a new door sign for a customer:

Why is courage such an unusual trait? At least if you with courage mean to dare to go against what is expected, to break conventions and to risk something for your own sake to win something more significant.