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Of all the principles underlying the product model, the single most important is the realization that innovation absolutely depends on empowered engineers.

…each of us is at our most creative, our most innovative, and shows our best judgment precisely in our areas of greatest strength.

The ultimate in innovation is to extract more benefit from less-expensive resources.

Money is everywhere. Money can always be found through streamlining and innovation, and that begins with asking the big questions.

Research on creators in domains from technological innovation to comic books shows that a diverse group of specialists cannot fully replace the contributions of broad individuals.

…management (and hence executive authority) is essential in two conditions that are the hallmarks of our modern economy: an emphasis on knowledge as the key competitive resource, and competition based on innovation.

Modularity drives down costs, allows for flexibility, and encourages innovation by making it easier to combine components, services, and ideas.

…research suggests that innovativeness declines because of top managers’ cognitive blinders, which make them miss threats in the environment.

…hierarchical firms are sometimes more innovative than smaller, flatter firms, but not always. Context matters.

…innovation is not just a matter of having the right people. Innovators need resources, financial support, encouragement, and a project champion.