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.

Another key role the CEO plays is to focus efforts.

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

In the face of uncertainty, many companies will default to asking their innovators to study and analyze, which can't actually ever provide a definitive answer.

There's a general belief that failure is the friend of the innovator, but I've come to view it a different way.

When you are motivating people to do amazing things, you have to win over both their rational side and their emotive side.

The reality is customers lie - not because they want to want to deceive you, but because they don't do a good job of predicting what they will do in the future.