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).

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

Every leader needs to watch what teenagers or startup companies - or startup companies headed by teenagers - are doing today, because many of those behaviors will be mainstream behaviors tomorrow.

Everyone knows innovation involves developing unique understanding of a market, thinking expansively to develop a solution, and then finding a way to test rigorously and adapt quickly.

Data about an innovative idea is rarely crystal clear.

If you work on a new product launch, spent time in a new geography, or work to develop a completely new skill, you have no choice but to figure out new ways to solve problems.

One of the biggest mistakes large companies make is creating innovation teams that mirror all the functions of the core business. Those teams make no progress because they spent forever updating each other on what they are doing versus really crushing the most critical problems they need to address.