This insightful guest article conjures the spirit of legendary restauranteur Danny Meyer, who said, “ABCD so you can ABCD: Always be collecting dots to always be connecting dots.” The collection- and connection-instinct is at the heart of a curator. Read on…

Generative AI represents enormous potential for innovation. But even well-intentioned leaders can undermine their own efforts to explore. If they aren’t careful, they can end up reinforcing counter-productive biases amongst the very teams they’re trying to unleash.

All too often, the stated “problem” keeps a team from innovation: the problem is the problem. Being willing to question the premise, rather than accept it blindly, is a critical practice for creative health.

If you’re getting mediocre–or even bad–results from AI tools like ChatGPT, it’s not because the tech is bad. Research suggests that you’re probably settling for mediocrity.

To become a professional in any field takes an enormous amount of skill, and hard work. Routine practice is a hallmark of the “professional” in any context. Here’s how to take a professional mentality into the innovation arena.

From Steve Jobs to Taylor Swift to Seth Godin, there’s remarkable consistency among “the greats”: having bad ideas is a necessary precondition to having good ones.

To stimulate innovation, ideas and experiments are critical. But how to free up resources necessary to drive new initiatives forward? Start by pruning back some work that’s past its prime. Here’s how.

Business leaders should take a page out of one of the most brutally-straightforward innovation laboratories in the world: lessons from Jerry Seinfeld and Steve Martin’s stand-up routines.

Bernard Arnault became the richest man in the world — surpassing Musk, Bezos, and Buffet — not by focusing on profitability, but by foregrounding desirability. We all should.

Great ideas are not the function of episodic, haphazard bursts of effort. They’re the function of a well-honed individual and organizational ability. So before you sprint, do this…

One of my all-time favorite origin stories is a case study in innovation: a collision between boredom, R&D, ineffective technology and a frustrated choirboy.

Jeff Bezos and Steve Jobs — and what propelled their project forward — have made me wonder whether the sterile calculus of today’s valuation-obsessed start-up culture has its priorities out of whack.

It is profoundly uncomfortable to choose to work differently. But sometimes, the best way forward is to allow yourself to retreat. Work different.

What can leaders do to promote creativity and innovation in their organizations? According to bestselling author and innovation guru Tom Kelley, when they’re shown new ideas, they should squint.

Great leaders know that every innovation begins with a problem. Instead of telling their people to “bring me solutions,” they encourage folks to be on the lookout for problems worth solving.

To make empathetic engagement with customers as rich as possible, it’s essential to immerse in and observe them in the wild, and to do so regularly. Some tips from an outstanding innovation leader.

Most organizations’ first question of a new idea is its technical specifications: can we even build it? The most important question is not technical, but human. A better question is, “Should we build it?…”

We all like to deduce, to prove, to know for certain. But the most interesting opportunities for innovation are a function of wonder. Specifically, of a team willing to be humble and vulnerable enough to not know.

Imagination is sparked by surprising information. Customer insights leader Kelly Garrett Zeigler tells a story that highlights the importance of welcoming an unexpected direction.

M&A isn’t exactly an arena most folks associate with creative thinking. And yet, Michael Dell describes the conditions that led to “The Idea” that enabled history’s largest deal.