Bring different groups together internally, send them out to visit other companies, or bring in interesting speeches. Show that you love learning by having people on staff whose job it is to explore without any near-term metrics. Publicly shut a project down and talk about what a great job a team did because they learned so much. And so on.

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

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.

When we are looking at ideas, we really are thinking of three things. Are you doing something that seems consistent with the patterns of success? Are there reasons to believe you have or can access the right people to make it happen? Can we play a unique role in enabling success? We all have our rules of thumb, I suppose.

Anytime you see a constrained market, where consumption is limited to those who have special skills or are wealthy, that signals an opportunity for innovation.

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

I use the term "fool's gold white space" to highlight a common problem for innovation. People see a market that doesn't exist, and assume that one should exist.