I'm not very good at sitting still.

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.

The school at which you studied - design school, disruptive school, TRIZ school, user-centered innovation school, etc - determines the specific words you use.

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).

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

Most startup companies have two people, and they figure out creative ways to swarm problems. They move faster and have more impact.

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!