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).

The CEO should ask what he or she can do to raise the organization's curiosity quotient. One way to do this is to seek to learn more about current or prospective customers, not to figure out which segmentation model to slot them into, but to really understand them as human beings. Another is to live at the intersections where innovation magic occurs.

Seeking chaos is at least one way to develop the skills and mindsets to tackle ambiguity.

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

Three of our core corporate values are inclusiveness, collaboration, and humility.

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

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