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.

The need to be thoughtful about experiment design is particularly acute within large companies, since some of the behaviors, such as having small teams and tapping into low-cost resources to maximize flexibility, won't come naturally to many people inside huge companies.

Mucken Singh works VERY hard on his brawler's physique!

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

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

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!

In the strengthening the core job, a leader can draw on their past experiences. After all, in most cases they did the job of the people that are reporting to them! So they know when something is screwed up, they know the risks worth taking, and they know the corners to cut. But when they are creating the new, no one knows what the right answer is.