Quotes About Innovation

It's just not possible any longer to figure it out from the top, and have everyone else following the orders of the "grand strategist." The organizations that will truly excel in the future will be the organizations that discover how to tap people's commitment and capacity to learn at all levels in an organization.

We are not preparing children for the world we have lived in but for a future that we can barely imagine.

idea becomes an "innovation" only when it can be replicated reliably on a meaningful scale at practical costs.

learning organization"—an organization that is continually expanding its capacity to create its future.

we dubbed this host of problems the "true believers syndrome" and realized it is a primary reason that promising innovations often fail to spread. The

steal anything.

Don't accept the limitations of other people who claim things are 'unchangeable'. If it's written in stone, bring your hammer and chisel.

Exhibitions were experiments.

For once in California there was an integration of art with avant-garde literature and music.

Non-physicality grew from Los Angeles's geographic/architectural/cultural climate.

In such paces — the Vancouvers, San Diegos, Portlands, Seattles, and, yes, San Franciscos and Los Angeleses — can we hope for anything more than jazzed-up melding of New York styles or self-conscious lampoons that aspire to kift the curse of provincialism?

the value of prototyping: Potential users of ideas are more comfortable sharing their honest reactions when it's rough

the emphasis on linear systems, top-down control, relentless efficiency and eradicating failure left little room for creative discovery and trial and error.

You have to catch people making mistakes and make it so that it's cool. You have to make it undesirable to play it safe.

As education and creativity researcher and author Sir Ken Robinson puts it, "We are educating people out of their creativity." Another major factor is that, for years, organizational management has been developing methods for increasing productivity and minimizing risk and errors that tend to stifle creative experimentation.

You can sit down and spend hours crafting some joke that you think is perfect, but a lot of the time, that's just a waste of time," Ruby explains.

Google founders Larry Page and Sergey Brin didn't set out to create one of the fastest-growing startup companies in history; they didn't even start out seeking to revolutionize the way we search for information on the web. Their first goal, as collaborators on the Stanford Digital Library Project, was to solve a much smaller problem: how to prioritize library searches online.

Unlike most CEOs, when trying something new, Jeff Bezos and his senior team (known as the S Team) don't try to develop elaborate financial projections or return on investment calculations. "You can't put into a spreadsheet how people are going to behave around a new product," Bezos will say.

All I really wanted to do was solve an immediate problem

At the core of this experimental approach, little bets are concrete actions taken to discover, test, and develop ideas that are achievable and affordable.

Chris Rock, the Google founders, and Jeff Bezos and his team are examples of people who approach problems in a nonlinear manner using little bets, what University of Chicago economist David Galenson has dubbed "experimental innovators.

Experimental innovators like Rock, Brin and Page, Bezos, and Beethoven don't analyze new ideas too much too soon, try to hit narrow targets on unknown horizons, or put their hopes into one big bet. Instead of trying to develop elaborate plans to predict the success of their endeavors, they do things to discover what they should do.

entrepreneurs do not try to avoid errors or surprises. They seek to learn from them, just as chefs often arrive at new recipes through improvisation.

When much is known, procedural planning approaches work perfectly well. When much is unknown, they do not.