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From his research on innovative leaders, Peter Sims found they share a surprisingly similar approach, that being that they methodically take small experimental ideas through a process of testing, failure, and refinement. These low-risk little bets provide critical information for multiple iterations and successive small wins that can eventually lead to craetive breakthroughs.

"Gelsinger explains why he considers strategy a 7x24 job for leaders today, the importance of humility, and why he believes leaders should never waster a good crisis. He also shares his philosophy on smart decision-making, and why values, in the end, are the most enduring thing we will ever create and sustain as leaders"--Container.

Wilkinson explains six essential techniques shared by companies such as LinkedIn, Airbnb, Spanx, YouTube, Under Armour, Telsa, and SpaceX: find the gap, drive for daylight, fly the OODA loop, fail wisely, network minds, and gift small goods.

"Susan Packard's three keys to great leadership: leaders are connected, leaders keep their organizations fresh, and leaders show courage... Packard describes how to stay connected to customers and colleagues, always remembering that connections are reciprocal. She explains how innovation maintains your freshness while keeping your team motivated and engaged. And she details how preparation, persuasion, humility and flexibility support you in moments of courage--especially when you stand alone on the brink of new territory and need all of the stakeholders to sign on for the journey."--Container.

"Neale and Lys reconfirm the basics: establishing your reservation price, and knowing when to walk away. They then share three powerful tools for getting more of what you want: using expectations, justifications, and packages"--Container.

"Greg Walton describes how simple interventions can help outsiders feel like insiders"--Container.

"With practical examples that range from Airbnb to Indiegogo, biotech to internet dating, Dr. Eisenhardt reveals how Simple Rules can also be used to coordinate teams and keep everyone working toward the same results."--Container.

First, one has to define what your winning aspiration is, then, determine where you'll play. When you know this, you can ascertain how to be distinctive and win. Develop or tap the capabilities to deliver what your competitors cannot. Finally, identify the management system you'll need to maintain your winning position. Uses the concept of what 5 choices an organization has to make to develop their strategy. These are: What is your winning aspiration? ; Where will we play? ; How will we win? ; What capabilities must we have? ; What management systems are required?

"According to Lara Lee, intensive customer focus is the most effective means of achieving the rich pipeline of innovation that leads to continuous improvement and consistent growth. She shares examples of how she implemented this at Harley-Davidson, as well as the successes of Zipcar, Chipotle, and more"--Kantola Productions website.

Companies looking to be innovative face a conundrum: policies and procedures designed to make them efficient often times stifle innovation. Unlike start-ups, which are innovative by design, most established companies act as if innovation can only happen by exception- or heroic efforts. So how can large companies learn to think like a start-up? Steve Blank explains why the innovation process is so difficult in larger organizations, and shares tools and processes that successful start-ups use to drive innovation.--Container.

• Special features: Director's commentary
• Deleted scenes
• Alternate ending
• Trailer.

Presents an account of how Harry Markopolos and his team of investigators uncovered Bernard Madoff's investment fraud empire.