To foster innovation, LEGO co-locates all its designers in Billund, Denmark. This creates a highly concentrated creative hub, supplemented by giving them total creative freedom on dedicated "free-play" days every two weeks to explore new ideas outside of their assigned projects.

Block's CTO reveals a counterintuitive lesson: reorganizing from a GM-based structure to a functional one (where all engineers report to one org) was the key to their AI transformation. This structural change had a greater productivity impact than any specific AI tool they implemented.

Rather than relying on formal knowledge sharing, Alphabet's X embeds central teams (like legal, finance, prototyping) that float between projects. These individuals become natural vectors, carrying insights, best practices, and innovative ideas from one project to another, fostering organic knowledge transfer.

Most startups focus on product or technology innovation, but Gamma's CEO argues that innovating on organizational design is an equally powerful lever. This means rethinking hiring, management, and team composition to create a competitive advantage.

Contrary to the remote-first trend, Crisp.ai's founder advises against a fully distributed model for initial product development. He argues for gathering the core team in one physical location to harness the energy and efficiency of in-person collaboration. Distributed teams are better suited for iterating on an already established product.

CZI's Biohub model hinges on a simple principle: physically seating biologists and engineers from different institutions (Stanford, UCSF, Berkeley) together. This direct proximity fosters collaboration and creates hybrid experts, overcoming the institutional silos often reinforced by traditional grant-based funding.

CZI focuses on creating new tools for science, a 10-15 year process that's often underfunded. Instead of just giving grants, they build and operate their own institutes, physically co-locating scientists and engineers to accelerate breakthroughs in areas traditional funding misses.

CZI operates at the intersection of two cultures: biologists who saw their goals as "crazy ambitious" and AI experts who saw them as "boring" and inevitable. Their strategy is to actively merge these fields to create breakthroughs that neither could achieve alone.

Stripe's Experimental Projects Team discovered that embedding its members directly within existing product and infrastructure teams leads to higher success rates. These "embedded projects" are more likely to reach escape velocity and be successfully adopted by the business, contrasting with the common model of an isolated R&D or innovation lab.