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.

Trying to figure out whether you have a good idea? Don’t ask people what they think! There’s a much better way to assess a new concept than asking for feedback.

I’ve helped nearly a million fledgling innovators come up with new ideas and assess which are worth pursuing. I have yet to see a student make this one mistake…

Senior leaders unwittingly jeopardize their organizations by insulating themselves from the pain their users experience. By removing insulation, orgs can feel the pain they should be solving!

The challenges to creativity inside of large organizations are well documented. But it’s a mistake to assume therefore that nothing creative happens inside of big companies.

Lots does. But it’s often hard to see…

The origin story of Taco Bell’s acclaimed Doritos Loco Taco illuminates one simple principle: most folks’ job is to find flaws in new ideas! Sometimes the best way through is around…

I have been consistently disappointed at how few stories are widely-told about remarkable women in the history of innovation. Even so, I was shocked to see research on how broad a phenomenon the underrepresentation truly is.

Pat Brown, Founder and CEO of Impossible Foods, is delighted that many vegetarians refuse to try his product. The best entrepreneurs are just as deft at disqualifying customers as they are at attracting new ones.

Innovation veteran Johannes Mutzke shares the best way to answer the perennial “build or buy” decision facing organizations seeking to enter new markets.