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.

People will try to copy what they can see, which is the final product or service, but it's much harder to see (and copy) all the intricacies of the business model that allows you to create, capture, and deliver value. And that's what you need to get right to really jam something down people's throats!

Checklists are really helpful ways to remind people around how to manage complicated tasks.

Companies get into grooves and they keep sharpening what they are doing, when in fact what they really need to do sometimes is to stop and do something completely differently.

What looks like resistance in many cases is rational responses to incentives and ingrained resource-allocation processes.

There's a general belief that failure is the friend of the innovator, but I've come to view it a different way.

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