One of the biggest mistakes large companies make is creating innovation teams that mirror all the functions of the core business. Those teams make no progress because they spent forever updating each other on what they are doing versus really crushing the most critical problems they need to address.

I feel for today's leaders. I really do. They got to where they are by doing a series of jobs exceptionally well. And that doesn't help them at all with the challenges they now face.

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

The school at which you studied - design school, disruptive school, TRIZ school, user-centered innovation school, etc - determines the specific words you use.

One of the biggest mistakes large companies make is creating innovation teams that mirror all the functions of the core business. Those teams make no progress because they spent forever updating each other on what they are doing versus really crushing the most critical problems they need to address.

Teams working on disruptive ideas need to be small enough that they can be fed by no more than two pizzas.

Avoiding along some dimensions is easy. Create organization space and bring in some new talent so the innate cultural resistance is less material. Unfortunately, it's rarely that easy.