Almost always great new ideas don't emerge from within a single person or function, but at the intersection of functions or people that have never met before.

The only useful information about the market will be what I create through expeditions into the market, through testing and probing, trial and error, by selling real products to real people who pay real money.

Don't worry about the level of individual prominence you have achieved; worry about the individuals you have helped become better people.

Management has to provide the coordinating mechanism between what the supplier provides and what the user needs in not-good-enough situations where product architecture is consequently interdependent. Management always beats markets when there is not sufficient information.

We have found that companies need to speak a common language, because some of the suggested ways to harness disruptive innovation are seemingly counter-intuitive. If companies don't have that common language, it is hard for them to come to consensus on a counter-intuitive course of action.

What you need is a fundamental humility - the belief that you can learn from anyone.

The biggest mistake is an over-reliance on data. Managers will say if there are no data they can take no action. However, data only exist about the past. By the time data become conclusive, it is too late to take actions based on those conclusions.