Aside from the equivalent of blowing up the lab or letting a pathogen escape, the only failure is spending too long or too much money to learn.

All disruptive innovators make it easier and more affordable for people to do what matters to them, and follow a strategy that doesn't at first glance make sense to the market leader.

Teams working on disruptive ideas need to be small enough that they can be fed by no more than two pizzas.

I'm suggesting that principles meant to deal with uncertainty that occurs naturally can be useful to manage the uncertainty that characterizes any new idea.

One of the biggest mistakes large companies make is creating innovation teams that mirror all the functions of the core business. Those teams make no progress because they spent forever updating each other on what they are doing versus really crushing the most critical problems they need to address.

It takes a great deal of humility to recognize you have made a wrong turn on the road to successful innovation, but better to stop and try a radically different approach then to continue down the wrong route for too long.

I think the most important thing to do is to recognize the fundamentally different circumstances of pursuing growth.