Every leader needs to watch what teenagers or startup companies - or startup companies headed by teenagers - are doing today, because many of those behaviors will be mainstream behaviors tomorrow.

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

All disruptive innovators make it easier and more affordable for people to do what matters to them, and follow a strategy that doesn't at first glance make sense to the market leader.

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

Of course if you are launching a new business you can thinking about revenues, profits, and so on, but metrics such as customer satisfaction or employee retention might be meaningful if you are focusing more internally.

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 CEO should ask what he or she can do to raise the organization's curiosity quotient. One way to do this is to seek to learn more about current or prospective customers, not to figure out which segmentation model to slot them into, but to really understand them as human beings. Another is to live at the intersections where innovation magic occurs.