Quotes from John Sculley

People who take risks are the people you'll lose against.

My guess is that Apple won't just pass Microsoft in market capitalization, but will go way beyond it.

Ross Perot came and visited Apple several times and visited the Macintosh factory. Ross was a systems thinker.

Apple and Samsung are selling in such high volumes, and they're vertically integrated more and more, that it's very, very hard for anyone to compete against Apple and Samsung in the high-volume part of the smartphone or tablet market.

In many cases, jobs that used to be done by people are going to be able to be done through automation. I don't have an answer to that. That's one of the more perplexing problems of society.

I think that televisions are unnecessarily complex. The irony is that as the pictures get better and the choice of content gets broader, that the complexity of the experience of using the television gets more and more complicated.

Great marketing cannot sell a pedestrian product very well.

Microsoft's philosophy is to get it out there and fix it later. Steve [Jobs] would never do that. He doesn't get anything out there until it is perfected.

No great marketing decisions have ever been made on qualitative data

Health care missed the PC and Internet revolutions, but it can't afford to miss the cloud and mobile revolution.

Implementers aren't considered bozos anymore.

As a brand marketer, I'm a big believer in 'branding the customer experience,' not just selling the service.

I have found that I always learn more from my mistakes than from my successes. If you aren't making some mistakes, you aren't taking enough chances.

Apple makes really good products, and Samsung makes really good products. It's really a two-horse race. Where I think Apple is exposed: the price points of Apple's products are just so high by comparison with Samsung's.

Our primary goal in the consumer health service companies I back is helping them create an uncompromisingly great consumer experience.

Health innovation, enabled by digital technologies to build big consumer service brands, is an incredibly interesting, complex problem to work on.

When I left Apple, it had $2 billion of cash. It was the most profitable computer company in the world - not just personal computers - and Apple was the number one selling computer.

I think that Apple has revolutionized every other consumer industry; why not television? The complexity of the experience of using the television gets more and more complicated. So it seems exactly the sort of problem that if anyone is going to change the experience of what the first principles are, it is going to be Apple.

I didn't appreciate, coming out of corporate America... what it meant to a founder, the creator of the Macintosh, to be asked to step down from the very division that he created to lead the very product that he believed was going to change the world.

The only thing I would say is, I think there's a lot of future value in Blackberry, but without experienced people who have run this type of business, and without a strategic plan, it would be really challenging.

The future belongs to those who see possibilities before they become obvious.

Healthcare has been the last major industry that hasn't been touched by technology in terms of productivity and consumer adoption in the way so many other industries have.

The Mac defined personal technology, and the iPhone defines intimate technology as a convergence of communications, content and location.

If you spend too much time worrying about how other people perceive you, you'll never break the rules.