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The more money, time, and creative energy that has been sunk into an idea, the harder it is to pivot.

Mainstream customers have different requirements and are much more demanding [than early adopters].

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.

…one of the most expensive forms of potential waste for a startup is spending time arguing about how to prioritize new development once it has a product on the market.

…the standard ‘waterfall’ development methodology… is completely maladapted for today’s rapidly changing business environment.

…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.

Startup teams need complete autonomy to develop and market new products within their limited mandate.

Handoffs and approvals slow down the Build-Measure-Learn feedback loop and inhibit both learning and accountability.

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