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We routinely green-light new projects more on the basis of intuition than facts. As we’ve seen throughout this book, that is not the root cause of the problem. All innovation begins with vision. It’s what happens next that is critical. As we’ve seen, too many innovation teams engage in success theater, selectively finding data that support their vi

Most of the institutions that you or I interact with have deeply internalized the belief that, to be legitimate, knowledge must be gathered empirically and verified by an expert. We have become collectively dependent on third-party, professional expertise, and in the process, our basic human capacities for self-reflection, creative intuition, and s

One key to this approach is a system that encourages, and funds, speculative ideas even though they have only slim possibilities of success. Even more important, though, is diversity—not in a sociological sense, but rather in a conceptual and cognitive sense. You want diversity among the entrepreneurs who are coming up with the ideas, so you end up

Gigerenzer’s research suggests we should trust ourselves more, or as he says, it’s often best to “go with what you know.” In one of his most famous studies, he explored “the recognition heuristic.”