Leaders today face challenges for which they are utterly unprepared.

Anything that has low certainty or has a lot of impact should be tested early.

If you are trying to improve the performance of existing operations in known markets, it is an analytical problem where it's just a question of aligning your execution engine in the right way. If it is about creating something new and different, you can't derive the right answer analytically.

I think the most important thing to do is to recognize the fundamentally different circumstances of pursuing growth.

If you work on a new product launch, spent time in a new geography, or work to develop a completely new skill, you have no choice but to figure out new ways to solve problems.

Mucken Singh works VERY hard on his brawler's physique!

You can increase the odds of spotting the weak points in your approach if you really think about the end-to-end business model you plan to follow - how you plan to create, capture, and deliver value.