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1. Always pretend to know more than everybody around you.

2. Get employees to fill in time sheets.

3. Run daily checks on progress of everyone's work.

4. Ensure that highly qualified people do mundane work for long periods.

5. Put barriers up between departments.

6. Don't speak personally to employees, except when announcing increased targets, shortened deadlines and tightened cost restraints.

7. Ask for a 200-page document to justify every new idea.

8. Call lots of meetings.

9. Place the biggest emphasis on the budget.

10. Buy lots of computers.

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Research suggests that sticky ideas share six basic traits:

1. Simplicity. Messages are most memorable if they are short and deep. Glib sound bites are short, but they don’t last. Proverbs such as the golden rule are short but also deep enough to guide the behavior of people over generations.
2. Unexpectedness. Something that sounds like common sense won’t stick. Look for the parts of your message that are uncommon sense. Such messages generate interest and curiosity.
3. Concreteness. Abstract language and ideas don’t leave sensory impressions; concrete images do. Compare “get an American on the moon in this decade” with “seize leadership in the space race through targeted technology initiatives and enhanced team-based routines.”
4. Credibility. Will the audience buy the message? Can a case be made for the message or is it a confabulation of spin? Very often, a person trying to convey a message cites outside experts when the most credible source is the person listening to the message. Questions—“Have you experienced this?”—are often more credible than outside experts.
5. Emotions. Case studies that involve people also move them. “We are wired,” Heath writes, “to feel things for people, not abstractions."
6. Stories. We all tell stories every day. Why? “Research shows that mentally rehearsing a situation helps us perform better when we encounter that situation,” Heath writes. “Stories act as a kind of mental flight simulator, preparing us to respond more quickly and effectively.”

"Through away your best and start again".

"Fear. The prevailing corporate climate is one of fear. There is a difference between fear and being afraid. It makes sense to be afraid because it can guide you to do the right thing. Maybe if you're lucky it pushes you into action because you are afraid to be mediocre. Fear, on the other hand, creates paralysis. And to be successful you have to have the courage to act." - Alex Bogusky, Chief Creative Officer, CRISPIN PORTER + BOGUSKY