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Innovation plans, by contrast, are loaded with assumptions. Sure, some hard facts are available, but more is unknown than known. The past is no longer precedent. Thus, the innovator's job cannot be to deliver a proven result; it must be to discover what is possible, that is, to learn, by converting assumptions into knowledge as quickly and inexpensively as possible.

The more you hardwire a company on total quality management, [the more] it is going to hurt breakthrough innovation... The mindset that is needed, the capabilities that are needed, the metrics that are needed, the whole culture that is needed for discontinuous innovation, are fundamentally different.