All disruptive innovators make it easier and more affordable for people to do what matters to them, and follow a strategy that doesn't at first glance make sense to the market leader.

Now, I worry a bit about the TEDification of the world where style trumps substance, so hopefully you have a good blend of both!

There is what Steve Blank calls the stage where you are searching for a scalable business model. Then, there is the stage when you have found that model and need to scale it. In the former stage you have to have a "beginner's mind," be in learning mode, and expect to learn things you didn't anticipate.

The most important thing here is to largely ignore what customers say, and instead watch what they do or track where they spend money.

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 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.

I'm suggesting that principles meant to deal with uncertainty that occurs naturally can be useful to manage the uncertainty that characterizes any new idea.