Quotes About R&D

Yes, our competition may have significantly more engineers or significantly more R&D investment. On the other hand, we have significantly more freedom. We have the freedom to innovate.

If I would have to sacrifice R&D investments to fulfill a goal, that would be the wrong goal to have.

Innovation has nothing to do with how many R&D dollars you have. When Apple came up with the Mac, IBM was spending at least 100 times more on R&D. It's not about money. It's about the people you have, how you're led, and how much you get it.

Technology is incredibly powerful. And in many ways, the sky is the limit in terms of what you can actually accomplish with the right science and the right technology. But to get there, you have to actually invest in R&D. And often that means you have to be willing to spend an awful lot in that R&D phase before you see the benefits.

Sadly, senescent companies can't be euthanized. Instead, semi-comatose, they hang on, closing facilities, killing brands, throttling R&D, shedding staff, merging with lethargic rivals, and lobbying for regulatory help. These are "treadmill companies," and there are more of them than you think.

I've learned that while the finance goals are important, they're not the most important. Finance can hit all our objectives, and the company still can fail. After all, the best accounts receivables team on the planet can't save us if we're in the wrong market with the wrong product strategy with an R&D team that can't deliver.

When companies minimize their costs, they can spend more on R & D and marketing. It's just very logical.

Selling R&D to the government was like taking your venture capital and putting it into a savings account," Noyce declared. "Venturing is venturing; you want to take the risk.

Public R&D expenditures are already at their lowest level as a share of the economy in forty years, and they are slated to fall to their lowest level—0.5 percent of GDP in 2021—since before the great mobilization of science during World War II.85 If they were instead increased in line with the size of the economy, according to one cautious calculation, the economy would generate more than a half trillion dollars in additional income over the next nine years.86

Large R&D budgets are not the key to creating new market space. The key is making the right strategic moves.

Unfortunately, our stock is somehow not well understood by the markets. The market compares us with generic companies. We need to look at Biocon as a bellwether stock. A stock that is differentiated, a stock that is focused on R&D, and a very, very strong balance sheet with huge value drivers at the end of it.

R&D has been an obsession in Europe for many, many years. There is this magical number which many governments aspire to do, and that is to invest at least three percent of GDP in research and development. When you look at the number, it's a composite of private and public investment in R&D.

In India, we have the global services HQ, R&D centres, global network operating centres, global manufacturing, and product management - India is not just a market but a country we use for extended NSN.

Social lets consumers talk about the products. You may pay your way onto the Facebook feed, but after that, it's conversations by the users. That's not sufficient because it leaves out what is possible for employees to talk, for R&D to talk, or the CEO to talk.

There is no greater country on Earth for entrepreneurship than America. In every category, from the high-tech world of Silicon Valley, where I live, to University R&D labs, to countless Main Street small business owners, Americans are taking risks, embracing new ideas and - most importantly - creating jobs.

You have got to get the strategy right; you have to get the operations right - lined up from R&D out to the field.

When we do acquisitions, we decide what we want. We decide what fills a hole. And if the price is too high, our alternative is the $5 billion we spend on R&D every year. We're not well-known for overpaying, because at Oracle we always have an alternative.

As you tighten up R&D, you'll be in a stronger position to grow sales even more by expanding geographically. When I joined Honeywell, three-quarters of global GDP occurred outside of the United States, but only 40 percent of our sales originated there. That thirty-five-point gap spelled opportunity.

In order to have the next generation of modems, you would need to pour in even more R&D spending. We came to the conclusion that we're going to have a tough time to really see that we are going to succeed in the modems business.

The future of Big Science appears to depend on industry, whose R&D priorities are very different from those of universities, research foundations, and government.