Peter H. Diamandis

There's too much friction inside the company.

They give it a different building, and boom.

Yeah, Apple would take a small team, put them at the edge, keep them secret, and say, go disrupt a different industry, right?

So Nestle is a poster child of this.

Nespresso is now one of their highest performing lines of business, and every hotel room in the world has one.

So we know this.

We've been talking about this for a long time with the XO, where you do disruptive things on the edge.

And we've been working with Procter & Gamble to Siemens Energy to Black & Decker to HP, helping them do disruptive edge innovations.

Yes.

So you have to do that different stuff at the edge.

There's a reason why Amazon Web Services wasn't done in the core service.

It just doesn't fit, right?

Okay.

So you have to take this methodology and this approach, just believe that.

Yes.

You maybe take it to an extreme, because every time something happens, you just spit off another company, which is the Richard Branson approach, I guess.

Every time he got to 150 people, they'd spin off another company to break through the Dunbar number problem.

All I'm going to ask the viewers and listeners of this is you can go research this to death, but if you do anything other than do disruptive things at the edge, pointing into adjacent spaces in a different way, you will fail.

I've seen the innovation process in detail probably in 250 out of the Fortune 500.

And I've never, ever, ever, ever seen any other method work than this.