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.

You have to chip away at it and shape it to let the winning idea emerge.

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

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.

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.

You can increase the odds of spotting the weak points in your approach if you really think about the end-to-end business model you plan to follow - how you plan to create, capture, and deliver value.

People who copy what exists copy a point-in-time artifact, and if you are managing the process correctly you are already hard at work on the next thing.