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Innovation is a bottoms-up, decentralized, and unpredictable thing, but that does not mean it cannot be managed… but [it] requires a new management discipline…

…cultivating entrepreneurship is the responsibility of senior management.

Unfortunately, ‘learning’ is the oldest excuse in the book for a failure of execution. It’s what managers fall back on when they fail to achieve the results we promised.

…even the seasoned managers and executives at the world’s best-run companies struggle to consistently develop and launch innovative new products.

Today’s companies must learn to master a management portfolio of sustainable and disruptive innovation.

Small batches pose a challenge to managers steeped in traditional notions of productivity and progress, because they believe that functional specialization is more efficient for expert workers.

…startups are both easier and more demanding to run than traditional divisions: they require much less capital overall, but that capital must be absolutely secure from tampering.

Sabotage is a rational response from managers whose territory is threatened.

With high self-awareness… you can more readily develop good self-management.

The downside of automation is that we can find ourselves jumping from easy task to easy task without making time for more difficult, but ultimately more rewarding, work.