Have a core concept, but wrap it in a full business model.

Innovation is doubly hard inside big companies.

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

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.

Avoiding along some dimensions is easy. Create organization space and bring in some new talent so the innate cultural resistance is less material. Unfortunately, it's rarely that easy.

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).

People who live in more than two countries are more successful innovators.