Of course if you are launching a new business you can thinking about revenues, profits, and so on, but metrics such as customer satisfaction or employee retention might be meaningful if you are focusing more internally.

Anything that has low certainty or has a lot of impact should be tested early.

Of course, it is worth it to take the time to think carefully through your assumptions, and ensure you at least have hypotheses around how you will create value. But use the analysis as a way to focus attention on the most critical assumptions, rather than spend a ton of time massaging the numbers.

What looks like resistance in many cases is rational responses to incentives and ingrained resource-allocation processes.

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

There's a general belief that failure is the friend of the innovator, but I've come to view it a different way.

People will try to copy what they can see, which is the final product or service, but it's much harder to see (and copy) all the intricacies of the business model that allows you to create, capture, and deliver value. And that's what you need to get right to really jam something down people's throats!