If you are a large company and you want to do something unique, you almost by definition have to tap onto the core business in some way. Otherwise you are going into a naked fight against startups, and that's just a tough place to be.

Think about how you will start and where you will go. Get the head with logic and the heart with visuals or stories. And think about your core customer and all the other stakeholders as well.

If you are a large company and you want to do something unique, you almost by definition have to tap onto the core business in some way. Otherwise you are going into a naked fight against startups, and that's just a tough place to be.

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.

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

The reality is sometimes markets don't exist for very good reasons. It might be that there isn't a deep customer need. Or the economic model is just hard to pull off. Or maybe there is a regulatory barrier.

We fool ourselves into thinking that the spreadsheets that capture our financial projections are something different than what they are.