Quotes About Innovation

the Third Way focuses on creating a culture of continual learning and experimentation. These

A firm-wide, shared source code repository is one of the most powerful mechanisms used to integrate local discoveries across the entire organization.

Are we playing to win and to establish the technical supremacy we need to keep up with what the business needs, or do we just keep limping along, shackled to things built decades ago, and tell our business leadership to throw in the towel and stop having good ideas?

Ward Cunningham in 2003. He said, 'technical debt is what you feel the next time you want to make a change.

where mistakes are routinely punished and scapegoats fired. Punishing failure and "shooting the messenger" only cause people to hide their mistakes, and eventually, all desire to innovate is completely extinguished.

Features are always a gamble. If you're lucky, ten percent will get the desired benefits.

Business agility is not just about raw speed. It's about how good you are at detecting and responding to changes in the market and being able to take larger and more calculated risks.

However, we must remind everyone that improvement of daily work is more important than daily work itself, and that all teams must have dedicated capacity for this (e.g., reserving 20% of all cycles for improvement work, scheduling one day per week or one week per month, etc.). Without doing this, the productivity of the team will almost certainly grind to a halt under the weight of its own technical and process debt.

It is virtually impossible to make any business decision that doesn't result in at least one IT change.

In addition to the human suffering that comes with the current way of working, the opportunity cost of the value that we could be creating is staggering—the authors believe that we are missing out on approximately $2.6 trillion of value creation per year, which is, at the time of this writing, equivalent to the annual economic output of France, the sixth-largest economy in the world.

If adopting DevOps could enable us, through better management and increased operational excellence, to halve that waste and redeploy that human potential into something that's five times the value (a modest proposal), we could create $2.6 trillion of value per year.

Another benefit of having Development and Operations using a shared tool is a unified backlog, where everyone prioritizes improvement projects from a global perspective, selecting

Innovation and learning occur at the edges, not the core. Problems must be solved on the front-lines, where daily work is performed by the world's foremost experts who confront those problems most often.

Get humans out of the deployment business.

We cannot afford to have this leadership team be order takers. We pay you to think, not just do!

Furthermore, everyone is constantly learning, fostering a hypothesis-driven culture where the scientific method is used to ensure nothing is taken for granted—we do nothing without measuring and treating product development and process improvement as experiments.

we need to design our systems so that they are continually creating telemetry, widely

To have humans executing tests that should be automated is a waste of human potential.

Microsoft, still has a culture that if a developer ever has a choice between working on a feature or developer productivity, they should always choose developer productivity.

By the 2000's, because of advances in technology and the adoption of Agile principles and practices, the time required to develop new functionality had dropped to weeks or months, but deploying into production would still require weeks or months, often with catastrophic outcomes.

Don't fight stupid, make more awesome.

My guys wanted to call it "Cujo" or "Stiletto." But the developers wanted to call it "Unicorn." Unicorn? Like rainbows and Care Bears? And against all my expectations, "Unicorn" wins the vote. Developers. I'll never understand them.

The Phoenix Project is ultimately a book about transformation, and so it is incredibly gratifying to see it being used as an instrument to create transformations in real life as well.

In 1958, the Fortune 500 tenure was 61 years; now it's only 18 years.