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).

Now, I worry a bit about the TEDification of the world where style trumps substance, so hopefully you have a good blend of both!

You have to make the decision about whether you want to avoid or you want to overcome the resistance.

The reality is customers lie - not because they want to want to deceive you, but because they don't do a good job of predicting what they will do in the future.

In the face of uncertainty, many companies will default to asking their innovators to study and analyze, which can't actually ever provide a definitive answer.

I have a fear right now that what I call the advertising-narcissism complex is sucking up way too much top talent.

I think the most important thing to do is to recognize the fundamentally different circumstances of pursuing growth.