Quotes About Innovation

NeXT computer. But gradually he was learning his lesson. In building devices like the iPod

Grove's mantra was "Success breeds complacency. Complacency breeds failure. Only the paranoid survive." Noyce and Moore may not have been paranoid, but they were never complacent.

in 1996, bought NeXT, bringing Jobs back. BILL ATKINSON. Early Apple employee, developed graphics for the Macintosh. CHRISANN BRENNAN. Jobs's girlfriend at Homestead High, mother of his daughter Lisa. LISA BRENNAN-JOBS. Daughter of Jobs and

As the New Yorker art critic Adam Gopnik once wrote, "Leonardo remains weird, matchlessly weird, and nothing to be done about it."11

Picasso tenía un dicho: "Los artistas buenos copian y los artistas geniales roban"

His argument was that a great engineer would be remembered only if he teamed with a great marketer, and this required him to commit his designs to the partnership.

Twiggy being made. More than half were rejected. Jobs erupted. With his face flushed, he began shouting and sputtering about firing everyone who worked there. Bob Belleville, the head of the Mac engineering team, gently

This exposed an aesthetic flaw in how the universe worked: The best and most innovative products don't always win.

So Apple needed a partner, one that could make a stable operating system, preferably one that was UNIX-like and had an object-oriented application layer. There was one company that could obviously supply such software—NeXT—but it would take a while for Apple to focus on it. Apple first homed in on

An invention, especially one as complex as the computer, usually comes not from an individual brainstorm but from a collaboratively woven tapestry of creativity.

Walter Isaacson

Great art stretches the taste, it doesn't follow tastes

I think Henry Ford once said, "If I'd asked customers what they wanted, they would have told me, 'A faster horse!'" People don't know what they want until you show it to them. That's why I never rely on market research. Our task is to read things that are not yet on the page.

Indeed Sony provided a clear counterexample to Apple. It had a consumer electronics division that made sleek products and a music division with beloved artists (including Bob Dylan). But because each division tried to protect its own interests, the company as a whole never got its act together to produce an end-to-end service.

So Jobs and his team became excited about the prospect of building a phone that they would want to use. "That's the best motivator of all," Jobs later said.

Ive was a fan of the German industrial designer Dieter Rams, who worked for the electronics firm Braun. Rams preached the gospel of "Less but better," Weniger aber besser, and likewise Jobs and Ive wrestled with each new design to see how much they could simplify it.

He had launched his "Think Different" campaign, featuring iconic photos of some of the same people we were considering, and he found the endeavor of assessing historic influence fascinating.

Innovation is most vibrant in the realms where open-source systems compete with proprietary ones. Sometimes

For the rest of his career, Jobs would understand the needs and desires of customers better than any other business leader, he would focus on a handful of core products, and he would care, sometimes obsessively, about marketing and image and even the details of packaging.

It is 1958," he began. "IBM passes up a chance to buy a young fledgling company that has invented a new technology called xerography. Two years later, Xerox was born, and IBM has been kicking themselves ever since.

innovative creativity that it would outlive them.

trajectory that could be expected to continue. This was reaffirmed in 1971, when Intel was able to etch a complete central processing unit onto one chip, the Intel 4004, which was dubbed

Jobs had been referring to computers as a bicycle for the mind; the ability of humans to create a bicycle allowed them to move more efficiently than even a condor, and likewise the ability to create computers would multiply the efficiency of their minds.

Asked if he wanted to do market research, he said, "No, because customers don't know what they want until we've shown them.