- of
Isolate Drivers of User Value Function, look, adaptability, price - or all of the above. Focus on triggering a decision to buy versus passive interest.
Define Good Enough A product with more positives than negatives will sell. Focus on this goal before refining for enhanced features and niche crowds.
Understand Your Delivery Chain Separate innovative, value-additive suppliers from passive ones. Focus on suppliers who make your products better.
Isolate Delivery Chain Pain Points Underperforming suppliers may not improve. Find an alternative.
Align Viewpoints Within Your Organization Evaluate team for ability/inclination to increase product potential. Pinpoint inhibitors, plan to minimize their impact.
Kill Assumptions Base evaluation of success or failure upon known facts, not subjective interpretation.
Isolate Intellectual Property Break products into components, so intellectual property behind each can be recombined into new products.
Identify New Markets for IP Coke is not marketed strictly as soda - think Coke Slurpees for 7-Eleven and A&W Root Beer candy for Brach.
Don't Confuse Invention for Innovation A highly inventive product won't necessarily move markets. A highly innovative one will. Know your market.
"Cool" is Not Key Cost, availability, consistency and ability to integrate within consumers' lives matter much more.
IT Management 
Make 8 Popular Performance Tools Work for You
Ten Enemies of Innovation
IT Workers More Confident in Jobs, Economy
The Secret of Apple's Success
Money Woes Take a Toll on Worker Performance
10 Ways to Build Lean, Agile Teams
