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

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.

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.

The fundamental purpose of design thinking is to produce something that does not now exist. And so it is with integrative thinking - in the face of conflicting models, it seeks to generate a creative resolution of the tension in the form of a model that contains elements of each but is superior to both. So the goals are aligned completely.

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.

I always have a pad of paper and a pencil within reach, to catch on the wing this turn of phrase which strikes me as felicitous, that idea which I hope to be able to examine more closely in the light of day.