Quotes About Innovation

There is a wonderful way to forsee the future: create it.

Out of none, there are some, provided we go beyond some certain norms

Only in art were there cliches; never in nature. There were no ordinary human beings. Everybody was born with surprise inside.

On a shrunken planet where nearly every mountain bears bootprints and every mile of river has been run, being 'first' tends to require creative task definition" (111).

One of the things I've always liked about science fiction is the way it makes you think about things, and look at things from angles you'd never have thought about before.

Let's pursue excellence together. Let's make art. Let's build the future. Let's be our best selves.

A superstição perniciosa generalizada é que é preciso deletar o anterior, para aceitar o novo. Que pobreza, que pobreza, que pobreza, que atraso! Se a memória aceita, se o perfil confere, se a senha foi dada, roda os dois programas ao mesmo tempo, roda os três, roda os vinte, porra!

Então eu acho que se deve experimentar, é uma burrice não experimentar. Quem não usa nada, nem secretamente, é um perigoso louco que possivelmente mataria alguém.

Why do we want to have alternate worlds? It's a way of making progress. You have to imagine something before you do it.

Why do we want to have alternate worlds? It's a way of making progress.

He who walks in another's tracks leaves no footprints.

Keep a journal of thoughts and ideas.

En arte, el manierismo concede tanta importancia o más a la manera cómo está hecha la obra que a la esencia de lo que se expresa. También aquí, la acepción del término "forma" como "manera" o "modo" -y por extensión, incluso "moda"1- designa cosas exteriores.

I've heard of women who started beauty parlors in a spare room, or thrift shops, or who took courses to become real-estate brokers. Others have special talents or college training that they can put to use on a part-time basis. Any woman can start a childcare center.

one man created the Pont Neuf.

So it was out of necessity that Blackheart was born. I think it's great that now, 25 years later, we're not only putting out our own music, but are able to put out music by other bands. That's really exciting for us.

Blackheart Records being 25 years old represents staying power and the fact that we weren't able to get a record out through conventional means, so we had to create this record company to put out our records if we wanted to be a band that had records to give out to their fans.

Only by competing to be unique can an organization achieve sustained, superior performance.

In the oft-told joke, one economist says to another, "Sure, it works in reality. But will it work in theory?" Porter's work endures—and is so widely cited and used—because it works in both realms, theory and practice.

I start with competition in Part 1 for the simple reason that if there were no competition, there would be no need for strategy. Competitive rivalry is a relentless process working against a company's ability to find and maintain an advantage.

It takes time to develop real competitive advantage, to understand the value you create, to achieve tailoring, trade-offs, and fit. If you grasp the role of continuity in strategy, it will change your thinking about change itself. Paradoxically, continuity of strategy improves an organization's ability to adapt and to innovate.

The key to competitive success—for businesses and nonprofits alike—lies in an organization's ability to create unique value.

a good competitive strategy that will result in sustainably superior performance.

This, says Porter, is competitive convergence. Over time, rivals begin to look alike as one difference after another erodes. Customers are left with nothing but price as the basis for their choices. This has happened in airlines, in many categories of consumer electronics, and in personal computers, with the notable exception of Apple, the one major company in that industry that has consistently marched to its own drummer.