If you invest the time to understand the customer better than they know themselves, if you know the things they want or need even if they can't articulate it, you can begin to develop a good sense as to where there really are unmet needs in the market.

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

One of the biggest mistakes leaders make is to embrace the idea of spurring creativity by letting hundreds of flowers bloom. I've never seen that lead to anything other than cynicism and hundreds of dead flowers.

Three of our core corporate values are inclusiveness, collaboration, and humility.

What looks like resistance in many cases is rational responses to incentives and ingrained resource-allocation processes.

Of course, it is worth it to take the time to think carefully through your assumptions, and ensure you at least have hypotheses around how you will create value. But use the analysis as a way to focus attention on the most critical assumptions, rather than spend a ton of time massaging the numbers.

Every great idea emerges out of a process of trial-and-error experimentation.