Business people don't need to understand designers better. They need to be designers.

You need to be uncomfortable and apprehensive: True strategy is about placing bets and making hard choices. The objective is not to eliminate risk but to increase the odds of success.

Design isn't just about making things beautiful it's also about making things work beautifully.

I love that Toronto is demonstrating that a big, highly diverse, multicultural city can actually work and work well, if its residents have the attitude of Torontonians.

The virtue of small-to-midsize companies is that they tend to be more flexible and it is easier to experiment with new ways of working. So just try to tackle one problem you're really struggling with, together with your team. Get started and see what happens. Chances are you will be happy with the outcome.

The two most fundamental strategic choices are deciding where to play and how to win.

I was blown away when I figured out that none of the great integrative moves that I studied came as a result of starting with a blank sheet of paper - as many innovation coaches suggest. Integrative solutions came directly from mining the existing models for the best of their nuggets. So I never start with a blank sheet of paper anymore.

The fundamental purpose of design thinking is to produce something that does not now exist. And so it is with integrative thinking - in the face of conflicting models, it seeks to generate a creative resolution of the tension in the form of a model that contains elements of each but is superior to both. So the goals are aligned completely.