making ‘high-velocity’ decisions which may only be 70% right, instead of higher-quality decisions that take months or years to make.

Let's remind ourselves that the brain's principal mission is to regulate your body budget. The prediction function of the brain is there to maintain the budget. Sensory cues generate positive physical feelings to let the brain know its predictions are correct and negative ones if they're wrong. Emotions are the means of making sense of why things

Frames help us to imagine counterfactual realities; things that don't yet exist.

But we’ve got to remember ideas are easy. It’s committing to them that’s hard.

The only way to solve the puzzle is to break these rules.

value today and value tomorrow are not competing forces, but symbiotic ones

‘For all the excitement and expectation of experimentation’, Hu says, ‘the hardest part of creating pull through assumption busting is that you still must face up to ugly truths. Despite our best efforts we will fail; sometimes customer don't like us; we're too slow or unresponsive and that's hard.

For an industry that is steeped in quality, precision, and minimising risk, what was about to happen was an anathema.

Entrepreneur and academic, Steve Blank, usefully cites the five deadliest assumptions that teams repeatedly make as: ‘assuming you know what the customer wants; the I know what features to build flaw; focusing on the launch date with no flexibility for direction change; emphasizing execution instead of testing, learning and iteration and writing a