Intuition-biased firms cannot and will not systematize what they do, so they wax and wane with individual intuitive leaders.

themselves, even if they're unexpected. Rooted as it is in experimentation, originality openly courts failure. It's important to become comfortable with the processes of trial and error and iterative prototyping, or you'll be tempted to focus on the less risky mode of mastery, to the exclusion of originality.

Delving into mysteries is the most expensive activity along the knowledge funnel,

clients and decision makers with conflicting values, and where the ramifications in the whole system are thoroughly confusing."8 In other words, wicked problems are ill-defined and unique in their causes, character, and solution.

rather an evolving interaction with a context or environment.

thinking. They embrace a very specific way of arguing and thinking that includes a highly restrictive definition of what constitutes reasonable grounds for moving ahead with a project, a very narrow definition of proof. For analytical thinking, all proof emanates from the past-a general rule handed down from the past, or a set of observations of ev

Matching McDonald's accomplishment-and that of every other organization that creates value across the knowledge funnel-requires two very different activities: moving across the knowledge stages of the funnel from mystery to heuristic and heuristic to algorithm and operating within each knowledge stage of the funnel by honing and refining an existin

In 1928, the Dow Jones

Delighting the customer also meant thinking about what the device was really meant to do.