Quotes About Innovation

Compaqs, Dells and Novells each of which emerged from practically nothing to become major corporations. What's the common among these companies is that they all instinctively followed the rules for success in a horizontal industry.

if you base your business on the volume leader, you will be going after a larger business yourself

Except for one last thing. What if the people who believe in the cheap Internet appliance turn out to be right?

Adapt or die. Some

We live in an age in which the pace of technological change is pulsating ever faster, causing waves that spread outward toward all industries. This increased rate of change will have an impact on you, no matter what you do for a living.

Few of the top ten participants in the new horizontal computer industry rose from the ranks of the old vertical computer industry, bearing testimony to the observation that it is truly difficult for a successful industry participant to adapt to a completely different industry structure.

When the need to stretch is not spontaneous, management needs to create an environment to foster it.

Sooner or later, something fundamental in your business world will change.

The replacement of corporate heads is far more motivated by the need to bring in someone who is not invested in the past than to get somebody who is a better manager or a better leader in other ways.

In fact , we might as well say "proprietary", which ,in fact, was the byword of the old computer industry.

Electronic banking is still a clumsy way to replace a stamp. And interactive television seems to have vanished even before the ink dried on the mega-announcements.

When people in the company start asking questions like @But how can we say "X" when we do "Y"? more than anything else this is a tip-off that a strategic inflection point may very well be in the making

This means that even as we try to standardize what we do, we should continue to think critically about what we do and the approaches we use.

When products and services become largely indistinguishable from each other, all there is by the way of competitive advantage is time.

e-mail is also the first manifestation of a revolution in how information flows and how it is managed.

In order to build anything great, you have to be an optimist, because by definition you are trying to do something that most people would consider impossible. Optimists most certainly do not listen to leading indicators of bad news.

Are you adding real value or merely passing information along? How do you add more value? By continually looking for ways to make things truly better in your department. You are a manager. The central thought of my book is that the output of a manager is the output of his organization. In principle, every hour of your day should be spent increasing the output or the value of the output of the people whom you're responsible for.

A fundamental rule in technology says that whatever can be done will be done. Consequently, once the PC brought a "10X" lower cost for a given performance, it was only a matter of time before its impact would spread through the entire computing world and transform it. This change

It's yet another example illustrating that the person who is the star of a previous era is often the last one to adapt to change, the last one to yield to the logic of a strategic inflection point and tends to fall harder than most.

Business success contains the seeds of its destruction.

replacement of corporate heads is far more motivated by the need to bring in someone who is not invested in the past than to get somebody who is a better manager or a better leader in other ways.

Here I would like to propose Grove's Law: All large organizations with a common business purpose end up in a hybrid organizational form.

The Lesson is, we all need to expose ourselves to the winds of change

The person who is the star of previous era is often the last one to adapt to change, the last one to yield to logic of a strategic inflection point and tends to fall harder than most.