What Apple Taught Me About Innovation: 3 Rules That Defy Consensus

In this piece, former Apple executive Kelli Richards shares three hard‑won lessons on fostering innovation without seeking unanimous agreement, avoiding endless feedback loops, and refusing to follow outdated conventions.

1. Consensus is not a virtue

Waiting for everyone to agree slows progress. At Apple she had the freedom to work directly with artists and senior leaders, bypassing rigid approvals, which allowed swift decisions and successful negotiations, such as securing Fred Astaire’s portrait.

2. Stop chasing constant feedback

Launching new ideas without waiting for formal permission prevents unnecessary delays. A culture that trusts innovators to act, while still encouraging collaboration, yields better marketing outcomes and stronger cross‑department relationships.

3. Don’t cling to the status quo

The Kodak story illustrates how refusing to adapt leads to downfall. Apple’s shift to iPod and iTunes required breaking internal habits, and similar strategies—risk forecasting, ROI planning, transparent decision‑making, and diplomatic conflict resolution—help teams push past inertia.

Assess risks of current strategies and potential new opportunities.

Outline actions that improve ROI and communicate them to leadership.

Encourage honest doubt to aid decision‑making under uncertainty.

Use diplomatic tactics to resolve internal power struggles.

Continuous acceptance of new ideas and disciplined execution are essential; without innovation, the next revolution never arrives.