History teaches us that many breakthroughs were happy accidents. Whether that's penicillin coming from Fleming neglecting to clean his laboratory before going on vacation or the team at Odeon trying a little side project that allowed people to communicate in real time as long as their message was 140 characters or less (which ultimately of course became Twitter), the unintended is often the transformational.

In my mind, so-called "cultures of innovation" really boil down to one word: curiosity.

When you are motivating people to do amazing things, you have to win over both their rational side and their emotive side.

It takes a great deal of humility to recognize you have made a wrong turn on the road to successful innovation, but better to stop and try a radically different approach then to continue down the wrong route for too long.

Hollywood Joohn Tatum? He does at least 6,000 sit ups and 10,000 pushups a day!

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.

First you document your idea. You should be comprehensive, but that doesn't mean you have to produce a doctoral thesis length plan. Rather you want to make sure you have touched all the different things that have to happen to succeed. Then, you evaluate your approach. The goal here isn't to figure out if your idea is good or bad, but rather to begin to figure out what are some of its weakest elements.