Quotes About Innovation

The third says that the business is a place where everything we know how to do is tested by what we don't know how to do, and that the conflict between the two is what creates growth, what creates meaning.

I wonder' is the true work of the entrepreneurial personality." She tried to

In art, it thrives in the rarefied arena of the avant-garde. In business, The Entrepreneur is the innovator, the grand strategist, the creator of new methods

In other words, pretend that you are going to franchise your business. (Note: I said pretend. I'm not saying that you should. That isn't the point here—unless, of course, you want it to be.)

As a result, the world is a continuing surprise, a treasure hunt to The Entrepreneur.

The Entrepreneur is our creative personality—always at its best dealing with the unknown, prodding the future, creating probabilities out of possibilities, engineering chaos into harmony

The purpose of going into business is to get free of a job so you can create jobs for other people. "The purpose of going into business is to expand beyond your existing horizons.

the difference between creativity and Innovation is the difference between thinking about getting things done in the world and getting things done.

If The Entrepreneur lives in the future, The Manager lives in the past. Where The Entrepreneur craves control, The Manager craves order. Where The Entrepreneur thrives on change, The Manager compulsively clings to the status quo.

How can I create a business whose results are systems-dependent rather than people-dependent? Systems-dependent rather than expert-dependent. How can I create an expert system rather than hire one?

Entrepreneurship is, first of all, the power to create.

The Entrepreneur's boundary is a function of how many managers he can engage in pursuit of his vision.

Contrary to popular belief, my experience has shown me that the people who are exceptionally good in business aren't so because of what they know but because of their insatiable need to know more.

Every day at IBM was a day devoted to business development, not doing business.

I want you to improve your ability to improve your company by leading the process of improvement, not by improving a process in your company by yourself. The improvement of your company will be a function of your enhanced ability to improve your company, which is the skill of innovation.

great businesses are not built by extraordinary people but by ordinary people doing extraordinary things.

It reveals an understanding of what makes a great business great. It also tells us what makes all other businesses survivable at their best; intolerable at their worst.

And that is the sign of a Mature company. A Mature company is started differently than all the rest. A Mature company is founded on a broader perspective, an entrepreneurial perspective, a more intelligent point of view. About building a business that works not because of you but without you.

La empresa es el objetivo más creativo y emocionante al que podemos aspirar. También es extraordinariamente divertido… si se hace bien.

Strategy is the creation of a unique and valuable position, involving a different set of activities.

Standardized process guidelines belie the complexity of individual patient circumstances, and freeze care delivery processes rather than foster innovation. What is needed is competition on results, not standardized care. What is needed is competition on results, not just evidence-based medicine. There should be no presumption that good quality is more costly.

If a firm can spot an industry in which the fragmented structure does not reflect the underlying economics of competition, this can provide a most significant strategic opportunity. A company can enter such an industry cheaply because of its initial structure. Since there are no underlying economic causes of fragmentation, none of the investment costs or risks of innovations to change underlying economic structure need be borne.

It is more useful to think in terms of themes that pervade many activities, such as low cost, a particular notion of customer service, or a particular conception of the value delivered.

But there was another thing Momo couldn't quite understand - a thing that hadn't happened until very recently. More and more often these days, children turned up with all kinds of toys you couldn't really play with: remote-controlled tanks that trundled to and fro but did little else, or space rockets that whizzed around on strings but go nowhere, or model robots that waddled along with eyes flashing and heads swiveling but that was all.