Quotes About Innovation

It's easier for investors and bosses to spend time and money going after a proven market, even though proven markets are the hardest to break into.)

We made the "doing" easier, which is precisely why we need to outsource that part of our job and focus all our energy onto the hard work of making change happen.

It's not time," "Take it easy," "Wait and see," "It's someone else's turn"—none of these stalls are appropriate for a leader in search of change. There's a small price for being too early, but a huge penalty for being too late. The longer you wait to launch an innovation, the less your effort is worth.

Those who say it cannot be done should not interrupt those who are doing it. kathrin jansen

Recent research estimates that 40 percent of the workforce has a job that requires innovation, human interaction, and decision making. And for each of these people, every day exposes them to the feeling of being a fraud. Of course you're not sure it's going to work. How could you be?

The New York Times was offered a deal with Amazon during the 1990s. It would have transformed the economics of the paper and delivered billions of dollars in revenue over time. According to former CFO Diane Baker, senior management turned it down. They were worried that they would upset Barnes & Noble, which at the time was a big advertiser. Management had nostalgia for a future with steady increases in their current business, and felt threatened by a radical shift in that future.

The book publishing business is also run by people with this affliction. They love their industry, their product, their systems, and the joy it brings them. New technologies and business systems undermine that vision, and publishers often dismiss them because of simple nostalgia. The same thing happened to Kodak and to the big accounting

As a general rule, managers don't like deviants. By definition, deviance from established standards is a failure for a manager working to deliver on spec. So, most of the time, most managers work hard to stamp out deviance (and the deviants who create it).

Each of us can show up in our own way, but the choice is the same: to lead, to create work that matters, and to find the magic that happens when we are lucky enough to cocreate with people who care.

Step one is to give the problem a name. Sheepwalking. Done. Step two is for those of you who see yourself in this mirror to realize that you can always stop. You can always claim the career you deserve merely by refusing to walk down the same path as everyone else just because everyone else is already doing it.

Great leaders embrace deviants by searching for them and catching them doing something right.

Produsul meu este pentru oamenii care cred _____. M? voi concentra pe cei care doresc ____. Promit c? produsul meu v? va ajuta s? ob?ine?i ____. ?i tu credeai c? e?ti aici doar ca s? vinzi s?pun.

students today are educated collecting dots. Almost none of it spent teaching them the skills necessary to connect dots. The magic of connecting dots is that once you learn the techniques, the dots can change but you'll still be good at connecting them.

If you tell your competition your tactics, they'll steal them and it will cost you. But if you tell them your strategy, it won't matter. Because they don't have the guts or the persistence to turn your strategy into their strategy.

Marketerii nu realizeaz? lucruri mediocre pentru oameni mediocri. Ei determin? schimb?ri, ?i asta prin normalizarea unor comportamente noi.

Some people decide that their art is important enough that they ought to overcome the resistance they face in doing their work. Those people become linchpins.

you can't sell your ideas, your ideas go nowhere.

The first rule the music business failed to understand is that, at least at first, the new thing is rarely as good as the old thing was. If you need the alternative to be better than the status quo from the very start, you'll never begin. Soon enough, the new thing will be better than the old thing. But if you wait until then, it's going to be too late.

People don't engage merely to remind one another of the status quo. Instead, they eagerly engage when they want something to improve. This microleadership is essential to the health of your organization.

Industries don't die by surprise. It's not as if you didn't know it was coming. It's not as if you didn't know whom to call (or hire).

Sergey Brin, cofounder of Google, told me, "We knew that Google was going to get better every single day as we worked on it, and we knew that sooner or later, everyone was going to try it. So our feeling was that the later you tried it, the better it was for us because we'd make a better impression with better technology. So we were never in a big hurry to get you to use it today. Tomorrow would be better.

The practice seeks to make change, but the process demands originality. The practice is consistent, but only in intention, not in execution.

Theodore Levitt famously said, "People don't want to buy a quarter-inch drill bit. They want a quarter-inch hole." The lesson is that the drill bit is merely a feature, a means to an end, but what people truly want is the hole it makes.

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