The people executing established practices say they want new ideas, but they just don’t want the bad ones. And because they so want to avoid the bad ones, they never deviate enough to find new good ones. While we need divergence from the norm to make progress, not all divergence is advantageous. To be successful, it’s not enough to do something

The problem for startups and large companies alike is that employees often follow the products they develop as they move from phase to phase. A common practice is for the inventor of a new product or feature to manage the subsequent resources, team, or division that ultimately commercializes it. As a result, strong creative managers wind up getting

Hierarchies that centralise creative authority. Processes designed for repeatability, not responsiveness. Reward systems that value presentations over perception.