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Once you have made the decision to pursue a strategic opportunity, the danger isn't over - new and changing business models imply new customers, competitors, and competences. For instance, how do you plan and manage an initiative whose direction and outcomes are not yet known? The answer is planning to learn, rather than planning to meet objectives identified in advance - an essential practice when uncertainty is high. This chapter introduces discovery-driven planning, which allows you to convert assumptions to knowledge at the lowest possible cost. This chapter is excerpted from ‘The Entrepreneurial Mindset: Strategies for Continuously Creating Opportunity in an Age of Uncertainty'.