Quotes About Innovation

He flipped the dail, and I crossed my arms over my chest as some vaguely European-sounding band sang about how video had killed the radio star. I wished someone would kill this radio.

We need change. I mean, our traditions are important. We shouldn't give up on those. But sometimes, I think we're misguided." "Misguided?" "As time's gone on, we've gone along with other changes. We've evolved. Computers. Electricity. Technology in general. We all agree those make our lives better. Why can't we be the same in the way we act? Why are we still clinging to the past when there are better ways to do things?

Todo parece nuevo si uno ignora la historia. Muchos de los métodos que marchan bajo el estandarte del "cambio" han sido utilizados en el pasado ligeramente modificados.

The easiest way to discover the purpose of an invention is to ask the creator to explain it.

We are Code Jiminy.

Walt loved technology. He didn't understand it half the time, but the beauty of good technology was that he didn't have to understand it. Just use it.

hypercompetition" to characterize markets in which a firm's competitive advantage would be quickly competed away.8

I]t would have been impossible to predict or plan how to develop TerraCycle so that it would make it to the place it stands today. The trick was to be ever vigilant in seeking opportunities and to be ready to jump on them if they felt right inside and consistent with our core mission, even before they could be well thought out.

Without the assumption that an advantage will be long-lived, the urgency of an organization to move quickly increases.

Consistent, ongoing innovation and extraordinary closeness to customers is the only possible response.

Business model innovation was every bit as important as R&D or product innovation.17

custom engineering" unit, which basically keeps capabilities on the shelf but which can reinvigorate them when they seem relevant once more to a customer's problem or retire them when the customer no longer needs support.

extracted resources from cash-generating but low-growth arenas such

small initial investments to explore opportunities, following up later with more substantial investments as the opportunity warrants. They are also willing to abandon a particular initiative if it doesn't appear to be developing effectively. Overall, the firms tended to move earlier than competitors into spaces that appeared attractive

don't always get it right—in fact, if my ideas about temporary advantage and learning from failure apply, it's almost impossible for a company to call it correctly every time.

Two contradictory activities. From a company point of view, it makes perfect sense.

We Have Not Yet Built Our Defining Product

You might contract with an innovation firm such as Innosight or Strategyn to help flesh out the business parameters and operating model.

Amazon's "Mechanical Turk

The temporary or "disposable" organizational form is all around us, and it fits well with strategies of rapid prototyping, quickly capitalizing on opportunities, and being willing to exit fast.

When competitive advantages don't last, or last for a much shorter time than they used to, the strategy playbook needs to change. Leaders

Deconstructing reward systems, processes, legacy programs, structures, networks, and other elements used to deliver to an old advantage is not going to happen by accident and calls for real leadership.

outlier firms also appeared to have fewer big, high-risk all-or-nothing bets, which is also consistent with an options orientation.

change how you run the assets that deliver expensive nonnegotiable attributes.