Some people who were central to former success aren't the right people for your future success.

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.

It's one of the underappreciated skills required by an innovator - they have to be able to convince lots of people to do things that might not be fully rational (invest in the company, join something that is likely to fail, try a product they've never seen before), and if you can't tell a good story it is just very hard to make that happen.

Think about how much it costs to learn more. Sometimes you want to build confidence by knocking off the easy things.

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.

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

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