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Change isn’t an event; it’s a process.

To lead a process requires persistence.

The little secret in product is that engineers are typically the best single source of innovation; yet, they are not even invited to the party in this process.

…it is all too easy to institute processes that govern how you produce products that can bring innovation to a grinding halt.

…most organizations become worse in their ability to deliver consistent innovation as they grow, yet most people attribute this to staff quality, process, and communication issues of scale.

…our mental processes are hampered by the burden put on the mind to keep track of things we’re committed to finish, without a trusted play or system in place to handle them.

…the rewards to be gained from implementing this whole process are exponential: the more complete the system is, the more you’ll trust it.

…a good processing style, the right tools, and good interconnected systems at home and at work can make traveling a highly leveraged way to get certain kins of work done.

When you’re in processing mode, you must get into the habit of starting at one end and just cranking through items one at a time, in order.

…people are actually more comfortable dealing with surprises and crises than they are taking control of processing, organizing, reviewing, and assessing that part of their work that is not as self-evident.