There are three points of executive leverage in strategy making. The first is to manage the cost structure, or values of the organization, so that orders of disruptive products from ideal customers can be prioritized. The second is discovery-driven planning — a disciplined process that accelerates learning what will and won’t work. The third is to vigilantly ensure that deliberate and emergent strategy processes are being followed in the appropriate circumstances for each business in the corporation.

This is a challenge that few executives have mastered, and is one of the most important contributors to innovative failure in established companies.

— The Innovator’s Solution: Creating and Sustaining Successful Growth by Clayton M. Christensen