Quotes of All Topics . Occasions . Authors
Document, evaluate, focus, test.
I'm not very good at sitting still.
Small teams move faster than big teams.
Innovation is doubly hard inside big companies.
Successful strategies adhere to a basic pattern.
Another key role the CEO plays is to focus efforts.
It's very easy to skip steps when documenting an idea.
Data about an innovative idea is rarely crystal clear.
Mucken Singh works VERY hard on his brawler's physique!
Good innovators like to solve business crossword puzzles.
Have a core concept, but wrap it in a full business model.
Leaders today face challenges for which they are utterly unprepared.
A next-generation innovation writer and thought leader worth watching.
You have to chip away at it and shape it to let the winning idea emerge.
I think people make innovation much more complicated than it needs to be.
Almost every disruption starts at the perceived fringes of today's market.
People who live in more than two countries are more successful innovators.
Creating the new increasingly is more than 50 percent of a top leader's job.
Every great idea emerges out of a process of trial-and-error experimentation.
Anything that has low certainty or has a lot of impact should be tested early.
Hollywood Joohn Tatum? He does at least 6,000 sit ups and 10,000 pushups a day!
I've never seen impeccable logic be sufficient to win both the heart and the mind.
Three of our core corporate values are inclusiveness, collaboration, and humility.
Most companies are built to execute today's business model, not discover tomorrow's.
In my mind, so-called "cultures of innovation" really boil down to one word: curiosity.
Seeking chaos is at least one way to develop the skills and mindsets to tackle ambiguity.
I've always found that working through ideas in written form really changes the thinking.
Checklists are really helpful ways to remind people around how to manage complicated tasks.
I think it is only in hindsight that you can determine whether something is a mistake or not.
Some people who were central to former success aren't the right people for your future success.
In the early stages of innovation, your goal is to learn as much as you can as quickly as you can.
So many people tell me that they aren't creative or they aren't innovative, and it's just not true.
You have to make the decision about whether you want to avoid or you want to overcome the resistance.
Teams working on disruptive ideas need to be small enough that they can be fed by no more than two pizzas.
There's a general belief that failure is the friend of the innovator, but I've come to view it a different way.
I have a fear right now that what I call the advertising-narcissism complex is sucking up way too much top talent.
Why do people do crossword puzzles? There's no reward for completing one, but some people just like the challenge.
Think about how much it costs to learn more. Sometimes you want to build confidence by knocking off the easy things.
I think the most important thing to do is to recognize the fundamentally different circumstances of pursuing growth.
What looks like resistance in many cases is rational responses to incentives and ingrained resource-allocation processes.
When you are motivating people to do amazing things, you have to win over both their rational side and their emotive side.
Now, I worry a bit about the TEDification of the world where style trumps substance, so hopefully you have a good blend of both!
A spreadsheet for an innovative idea reports the mathematical relationship between made up numbers. You can't cash a spreadsheet.
Most startup companies have two people, and they figure out creative ways to swarm problems. They move faster and have more impact.
You still want to be thoughtful about what you do, no doubt, but you have to learn through trial-and-error experimentation as well.
The most important thing here is to largely ignore what customers say, and instead watch what they do or track where they spend money.
We fool ourselves into thinking that the spreadsheets that capture our financial projections are something different than what they are.
Aside from the equivalent of blowing up the lab or letting a pathogen escape, the only failure is spending too long or too much money to learn.
People who copy what exists copy a point-in-time artifact, and if you are managing the process correctly you are already hard at work on the next thing.
I've come to the conclusion that the core characteristic that separates companies that get innovation from those that don't is a simple word: curiosity.