Almost every disruption starts at the perceived fringes of today's market.

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.

Innovation is doubly hard inside big companies.

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.

I think it is only in hindsight that you can determine whether something is a mistake or not.

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

Any leader has two jobs to do. To do what they are currently doing better and more efficiently (call this strengthening the core), and to do what they are not currently doing but will need to do in the future (call this creating the new).