It's very easy to skip steps when documenting an idea.

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.

Most companies are built to execute today's business model, not discover tomorrow's.

Three of our core corporate values are inclusiveness, collaboration, and humility.

I've come to the conclusion that the core characteristic that separates companies that get innovation from those that don't is a simple word: curiosity.

In the face of uncertainty, many companies will default to asking their innovators to study and analyze, which can't actually ever provide a definitive answer. The decision-making systems here are meant to deal with the reality that decisions about innovative ideas will rely on patterns and intuitions. The best venture capital organizations deal with this challenge by staging investment, actively participating in startups they fund, tying decisions to learning as opposed to artificial dates on the calendar, and assembling a diverse team of decision-makers.

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.