Chunka Mui

Is it time for insurers to go big on ChatGPT? The short answer is no. The right approach is: Think Big, Start Small and Learn Fast.

Here’s a four-step plan to initiate a systematic process to uncover, screen and scale the best ideas using an innovation portfolio approach.

A Silicon Valley adage says one should never mistake a clear view for a short distance. The revolutionary potential of AVs is clear, but....

How much of what Waymo learns on Phoenix's polite streets applies to Boston's roundabouts or Beijing's pedestrian congestion?

Will the future of driverless cars fulfill its grand promise -- or rhyme with the history of the Segway?

Few cling to the status quo tighter than the companies that best understand it and have the most stake in preserving it. Catastrophe may follow.

A programming aphorism says the first 90% of code takes the first 90% of development time—and the remaining 10% of code takes another 90%.

The Amazon/Berkshire/JPMorgan alliance begins with a crucial advantage: It doesn't have to make money in healthcare.

Imagine healthcare customer satisfaction rising to Amazon-like levels. The potential value is not lost on those inside the healthcare sector.

Although Berkshire and JPMorgan also bring lots of employees to the alliance, Amazon is key to thinking big, starting small and learning fast.

A leading figure in the field predicts that self-driving car services will be available in certain communities within the next five years.

If we can escape the focus on incremental innovation, computing pioneer Alan Kay says, we can gain “unbelievable leverage on the universe.”

We need stories to crystallize and internalize concepts and plans. We need shared stories to unite us, and guide us toward a collective future.

Waymo (Google) logged 635,000 miles on California’s public roads in 2016; all competitors combined logged 20,000.

AI lacks the capability to understand, much less answer, many kinds of easy questions that we might pose to human assistants, agents and advisers.

Too few companies are being innovative about how they innovate. They are buying fish, not learning how to fish.

A new book shows that the internet’s capacity for good is matched only by its capacity to empower evil.

The appropriate first-mover unit of innovation is not the car, or even the car company. It is the nation.

We expect leaders to be like Napoleon, crafting brilliant strategies while looking regal on horseback. But there is a better way.

Digitally driven change is becoming as critical an issue to most companies as finance, but boards aren't prepared.

Research into 2,500 major failures finds that many big decisions are doomed even before they come off the drawing board. Why?

Is Tesla racing toward victory or calamity with its Autopilot? The answer hinges on a key issue in human/robot interaction.

It is worth highlighting the hope of driverless cars—in the form of the seven huge societal benefits that would ensue. It is a magical list.

Trying to time a disruptive innovation precisely is a fool's errand. A strategy has to emerge opportunistically, through "patient urgency."

Pilot projects lull firms into thinking they're being nimble, but a more radical approach is needed -- as Pixar shows in a fascinating video.

Rather than seek unoccupied "blue oceans," they operate in "purple" ones: Breakthrough innovation is a mix of new and existing markets.

Google's moves toward offering driverless taxis shows just how fraught a transition to a new business model can be.

Have you ever been in a meeting where everyone else rallies around a position that is surely wrong? You likely went along.

Facebook and Amazon are investing for the long term. IBM? Not so much.

The watch is designed to bolster the iPhone -- but innovators must be willing to move beyond old products and business models.

The challenge is that organizations are overwhelmed with more ideas than they can sort out, much less pursue.

These five reasons also apply to incumbent insurers that face innovative challengers.

Following these rules won't guarantee success -- business is a contact sport -- but will help you turn size into an advantage.

Yes, small and agile beats big and slow, but big and agile beats anyone—and that combination is possible.

The Google car is nothing more than a mashup of widely available innovations. Similarly bold killer apps will upend every information-intensive industry.

<p>The Google car is nothing more than a mashup of widely available innovations. Similarly bold killer apps will upend every information-intensive industry.</p>

In a world of driverless cars, where accidents plunge, at least 75% of $200 billion in U.S. annual auto premiums could disappear.

Costs will fall rapidly, and adoption and liability issues can be resolved reasonably quickly.

Auto insurance premiums will plunge, health insurance will take a hit -- and the whole insurance industry will be wide open for innovations.