So many people tell me that they aren't creative or they aren't innovative, and it's just not true.

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.

The need to be thoughtful about experiment design is particularly acute within large companies, since some of the behaviors, such as having small teams and tapping into low-cost resources to maximize flexibility, won't come naturally to many people inside huge companies.

In the early stages of innovation, your goal is to learn as much as you can as quickly as you can.

Seeking chaos is at least one way to develop the skills and mindsets to tackle ambiguity.

The curious company studies the anomalies or the unexpected findings. The company that isn't curious ignores them or punishes people who don't do exactly what they set out to do.

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.