Fostering Innovation Quotes

Shaping the company's future requires a board that fosters a culture of innovation and agility to adapt to changing market conditions.

The key question isn't "What fosters creativity?" But why in God's name isn't everyone creative? Where was the human potential lost? How was it crippled? I think therefore a good question might not be why do people create? But why do people not create or innovate? We have got to abandon that sense of amazement in the face of creativity, as if it were a miracle that anybody created anything.

Focusing on innovation fosters a dynamic and exciting work environment, while social responsibility initiatives resonate with employees who want to contribute to a greater good.

Misaligned incentives can foster herd mentality.

The aspirations of democracy are based on the notion of an informed citizenry, capable of making wise decisions. The choices we are asked to make become increasingly complex. They require the longer-term thinking and greater tolerance for ambiguity that science fosters. The new economy is predicated on a continuous pipeline of scientific and technological innovation. It can not exist without workers and consumers who are mathematically and scientifically literate.

Who wouldn’t love this jargon we dress common sense in: "formal innovation is no longer transformative, having been co-opted by the forces of stabilization and post-industrial inertia," blah, blah. But this co-optation might actually be a good thing if it helped keep younger writers from being able to treat mere formal ingenuity as an end in itself. MTV-type co-optation could end up a great prophylactic against cleveritis—you know, the dreaded grad-school syndrome of like "Watch me use seventeen different points of view in this scene of a guy eating a Saltine." The real point of that shit is "Like me because I’m clever"—which of course is itself derived from commercial art’s axiom about audience-affection determining art’s value.

By integrating ESG principles into the core business strategy, companies can foster innovation and build resilient supply chains that withstand market volatility.

By fostering a culture of experimentation and learning, organizations can significantly enhance their capacity to innovate, adapt, and thrive in a constantly changing world.

Adaptable companies foster a growth mindset, driving progress and innovation.

To foster a solution mindset, tell employees that you are not interested in who or what caused the problem. You are only interested in hearing how we plan to go beyond the problem.

School competitions give rise to survival of the fittest, producing winners. Collaborations foster growth, innovation, and togetherness. If we prioritize collaboration, we become more than just winners.

Companies should diversify revenue streams to mitigate risk, enhance resilience, tap into new market opportunities, foster innovation, and ensure long-term sustainability and adaptability in a dynamic business environment.

four suggested explanations are ideological, rather than economic or organizational: (1) Risk-taking behavior, essential for efforts at innovation, is more widespread in some societies than in others. (2) The scientific outlook is a unique feature of post-Renaissance European society that has contributed heavily to its modern technological preeminence. (3) Tolerance of diverse views and of heretics fosters innovation, whereas a strongly traditional outlook (as in China’s emphasis on ancient Chinese classics) stifles it. (4) Religions vary greatly in their relation to technological innovation: some branches of Judaism and Christianity are claimed to be especially compatible with it, while some branches of Islam, Hinduism, and Brahmanism may be especially incompatible with it.

What’s precious about somebody like Bill Vollmann is that, even though there’s a great deal of formal innovation in his fictions, it rarely seems to exist for just its own sake. It’s almost always deployed to make some point (Vollmann’s the most editorial young novelist going right now, and he’s great at using formal ingenuity to make the editorializing a component of his narrative instead of an interruption) or to create an effect that’s internal to the text. His narrator’s always weirdly effaced, the writing unself-conscious, despite all the "By-the-way-Dear-reader" intrusions. In a way it’s sad that Vollmann’s integrity is so remarkable. Its remarkability means it’s rare

(1) Risk-taking behavior, essential for efforts at innovation, is more widespread in some societies than in others. (2) The scientific outlook is a unique feature of post-Renaissance European society that has contributed heavily to its modern technological preeminence. (3) Tolerance of diverse views and of heretics fosters innovation, whereas a strongly traditional outlook (as in China’s emphasis on ancient Chinese classics) stifles it. (4) Religions vary greatly in their relation to technological innovation: some branches of Judaism and Christianity are claimed to be especially compatible with it, while some branches of Islam, Hinduism, and Brahmanism may be especially incompatible with it.

Industrial innovations are costly, and managers must justify their high cost by producing measurable proof of their superiority... [P]eriodic innovations in goods or tools foster the belief that anything new will be proven better. This belief has become an integral part of the modern world view. It is forgotten that whenever a society lives by this delusion, each marketed unit generates more wants than it satisfies. If new things are made because they are better, then the things most people use are not quite good. New models constantly renovate poverty. The consumer feels the lag between what he has and what he ought to get. He believes that products can be made measurably more valuable and allows himself to be constantly re-educated for their consumption. The "better" replaces the "good" as the fundamental normative concept.

The R6 Resilience Change Management Framework is a cyclical framework that consists of six iterative puzzle pieces: 1. Review the Macro/Micro Changes: This iteration emphasizes the importance of scanning (mostly) the external environment to identify emerging trends, disruptions, and opportunities. By understanding the broader context in which the organization operates, leaders can anticipate future challenges and proactively adapt their strategies. There should never be a time in the organizations existence where it stops reviewing the macro changes. There are times, though, when micro changes (internal) are where the focus needs to be. 2. Reassess the Business’ Capabilities in the Context of Macro Changes: This iteration is fundamentally about “who are we, and how can we really add value?” It also involves a critical evaluation of the organization's strengths, weaknesses, opportunities, and threats in light of the identified macro changes. This reassessment helps to identify areas where the organization needs to adapt or transform its capabilities to remain competitive. This iteration is largely inward-looking, focused on the organization. But it tempered with the idea that “how do our capabilities allow us to add value to our customers lives (existing or new).” 3. Redefine Target Market(s) Based on Reassessment of Capabilities: This iteration focuses on aligning the organization's target markets with the evolving needs and preferences of customers, the changing competitive landscape, and the new reality of the businesses capabilities. This may involve identifying new customer segments, developing personalized offerings, creating seamless omnichannel experiences, or approaching the same target market in new ways (offering them new kinds of value, or the same kind of value in new ways). 4. Redirect Capabilities Toward Redefined Target Market: This iteration involves realigning the organization's resources, processes, and strategies to effectively serve the redefined target markets. This may require investments in new technologies, optimization of supply chains, or the development of innovative products and services. 5. Restructure the Organization: This iteration focuses on adapting the organization's structure, culture, and talent to support the desired changes. This may involve creating agile teams, fostering a culture of innovation, or empowering employees to make decisions through new policies. 6. Repeat in Perpetuity – or – Render Paradigm Shift [R6-RPS]: This iteration underscores the importance of continuous monitoring, evaluation, and adaptation. The R6 framework is not a one-time process in response to a change event, but an iterative cycle that enables organizations to remain agile and resilient in the face of ongoing change. Additionally, there are times when before repeating the cycle, a business may want/need to render an external paradigm shift by introducing a product or service or way of doing things that fundamentally changes the market – fundamentally changes the value exchange between customers, employees and organizations.

Do those of you in like Chicago or NYC ever notice how commuters on the train tend to get all quiet and intense when South Side or South Bronx starts to flow past? If you look closely at the faces, you see it’s not depression, not even discomfort; it’s a kind of rigid fascination with the beauty of ruins in which people live but look or love nothing like you, a horizonful of numbly complex vistas in slab-gray and spraypaint-red. Hieroglyphs on walls, people on stoops, hoops w/o nets. White people have always loved to gaze at the ‘real black world,’ preferably at a distance and while moving briskly through, toward business. A view from this remove yields easy abstractions about rap in its role as just the latest ‘black’ music. Like: the less real power a people have, the more they’ll assert hegemony in areas that don’t much matter in any grand scheme. A way to rule in hell: their own vocabulary, syntax, gestures, music, dance; own food; religious rhetoric; social and party customs; that…well-known athletic superiority—the foot-speed, vertical leap—we like them in fields, cotton- or ball-. It’s a Hell we like to look at because it has so clearly been made someone else’s very own….And the exported popular arts! The singing and dancing!…each innovation, new Scene, and genius born of a ‘suffering’ we somehow long to imagine, even as we co-opt, overpay, homogenize, make the best of that suffering song go to stud for our own pale performers.

To a foreigner, it must have seemed that Russia had become the land of ten thousand lines. For there were lines at the tram stops, lines before the grocer, lines at the agencies of labor, education, and housing. But in point of fact, there were not ten thousand lines, or even ten. There was one all-encompassing line, which wound across the country and back through time. This had been Lenin’s greatest innovation: a line that, like the Proletariat itself, was universal and infinite. He established it by decree in 1917 and personally took the first slot as his comrades jostled to line up behind him. One by one every Russian took his place, and the line grew longer and longer until it shared all of the attributes of life. In it friendships were formed and romances kindled; patience was fostered; civility practiced; even wisdom attained. If one is willing to stand in line for eight hours to purchase a loaf of bread, the lone figure thought, what is an hour or two to see the corpse of a hero free of charge?

Toyota wasn’t really worried that it would give away its “secret sauce.” Toyota’s competitive advantage rested firmly in its proprietary, complex, and often unspoken processes. In hindsight, Ernie Schaefer, a longtime GM manager who toured the Toyota plant, told NPR’s This American Life that he realized that there were no special secrets to see on the manufacturing floors. “You know, they never prohibited us from walking through the plant, understanding, even asking questions of some of their key people,” Schaefer said. “I’ve often puzzled over that, why they did that. And I think they recognized we were asking the wrong questions. We didn’t understand this bigger picture.” It’s no surprise, really. Processes are often hard to see—they’re a combination of both formal, defined, and documented steps and expectations and informal, habitual routines or ways of working that have evolved over time. But they matter profoundly. As MIT’s Edgar Schein has explored and discussed, processes are a critical part of the unspoken culture of an organization. 1 They enforce “this is what matters most to us.” Processes are intangible; they belong to the company. They emerge from hundreds and hundreds of small decisions about how to solve a problem. They’re critical to strategy, but they also can’t easily be copied. Pixar Animation Studios, too, has openly shared its creative process with the world. Pixar’s longtime president Ed Catmull has literally written the book on how the digital film company fosters collective creativity2—there are fixed processes about how a movie idea is generated, critiqued, improved, and perfected. Yet Pixar’s competitors have yet to equal Pixar’s successes. Like Toyota, Southern New Hampshire University has been open with would-be competitors, regularly offering tours and visits to other educational institutions. As President Paul LeBlanc sees it, competition is always possible from well-financed organizations with more powerful brand recognition. But those assets alone aren’t enough to give them a leg up. SNHU has taken years to craft and integrate the right experiences and processes for its students and they would be exceedingly difficult for a would-be competitor to copy. SNHU did not invent all its tactics for recruiting and serving its online students. It borrowed from some of the best practices of the for-profit educational sector. But what it’s done with laser focus is to ensure that all its processes—hundreds and hundreds of individual “this is how we do it” processes—focus specifically on how to best respond to the job students are hiring it for. “We think we have advantages by ‘owning’ these processes internally,” LeBlanc says, “and some of that is tied to our culture and passion for students.