The ability to face constructively the tension of opposing ideas and instead of choosing one at the expense of the other, generate a creative resolution of the tension in the form of a new idea that contains elements of the opposing ideas but is superior to each.

The two most fundamental strategic choices are deciding where to play and how to win.

Business people don't need to understand designers better. They need to be designers.

When it comes to innovation, business has much to learn from design. The philosophy in design shops is, 'try it, prototype it, and improve it'.

You need to be uncomfortable and apprehensive: True strategy is about placing bets and making hard choices. The objective is not to eliminate risk but to increase the odds of success.

I was blown away when I figured out that none of the great integrative moves that I studied came as a result of starting with a blank sheet of paper - as many innovation coaches suggest. Integrative solutions came directly from mining the existing models for the best of their nuggets. So I never start with a blank sheet of paper anymore.

Design isn't just about making things beautiful; it's also about making things work beautifully.