lessons of the scientific method: if you cannot fail, you cannot learn.

They are adept at organizational politics: they know how to form autonomous divisions with separate profit and loss statements (P&Ls) and can shield controversial teams from corporate meddling.

total revenue and total number of customers, one looks at the performance of each group of customers that comes into contact with the product independently.

In a Wizard of Oz test, customers believe they are interacting with the actual product, but behind the scenes human beings are doing the work.

The lesson of the MVP is that any additional work beyond what was required to start learning is waste, no matter how important it might have seemed at the time.

Customer flows govern the interaction of customers with a company’s products.

Peter Drucker said, “There is surely nothing quite so useless as doing with great efficiency what should not be done at all.”2

“Success is not delivering a feature; success is learning how to solve the customer’s problem.”

The challenge here is to create a mechanism for empowering innovation teams out in the open. This is the path toward a sustainable culture of innovation over time as companies face repeated existential threats. My suggested solution is to create a sandbox for innovation that will contain the impact of the new innovation but not constrain the