Innovation Success Quotes

The road to your highest achievements leads through environments that support you.

Reading is good, action is better.

People’s confidence in their abilities influences how they approach life. Their dreams are likely anchored to what they feel they can achieve.

We are all one. Only egos, beliefs, and fears separate us.

Firestarters are flexible. They recognize situational needs and are able to flow into the accessible role identity most relevant to overcome emergent challenges.

if you cannot fail, you cannot learn.

You have to take your own bold approach, and if you do you will be rewarded with success. Or calamitous failure. That can happen too.

Once you achieve intimacy and connection, I predict that innovation, partnership, execution and success won't be far behind.

As you consider building your own minimum viable product, let this simple rule suffice: remove any feature, process, or effort that does not contribute directly to the learning you seek.

Innovators are owners of the situation. They own it because they create it—quite literally. They embrace the world as it should match the vision in their heads. And when something is missing from that vision, they fill the gap.

It ought to be remembered that there is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things. Because the innovator has for enemies all those who have done well under the old conditions, and lukewarm defenders in those who may do well under the new. This coolness arises partly from fear of the opponents, who have the laws on their side, and partly from the incredulity of men, who do not readily believe in new things until they have had a long experience of them.

A startup is a human institution designed to create a new product or service under conditions of extreme uncertainty.

Do not get obsolete like an old technology, keep innovating yourself.

Freedom in any moment is a product of two things: the autonomy you feel and the support for autonomy that the moment allows.

Why doesn’t every fire once kindled, survive and thrive? Why doesn’t every person accomplish her dreams? The simple answer is that the Firestarter’s life is a constant fight against extinction.

If you feel you don’t know the right people, turn to the next person you see on the street and introduce yourself—that connection could be the key to your future.

Being different and thinking different makes a person unforgettable. History does not remember the forgettable.

When in doubt, simplify.

Wallace would not have been as successful as he was without Ali’s support.

By harnessing the power of collective intelligence, boards of directors can make better decisions, drive innovation, and ensure the long-term success of their organizations.

When you travel mentally from a low point to a high point, the ensuing inspiration eclipses the negativity of the initial downfall.

The path to innovation begins with curiosity

Success is not only dependent on understanding your own skill-set. It’s also important to recognize the talents of others and know how to profit from them.

Introspection is a form of self-management. You reflect. You decide. You change. You allow yourself to grow.

Firestarters aren’t born lucky. They manufacture it.

Collaborators don’t steal others’ ideas, take advantage of people, or sit back while others accomplish their tasks for them. Collaborators take action to ensure that everyone with whom they work can enjoy the maximum potential outcome.

Your habit of avoiding mental and emotional discomfort is your #1 reason for your being stuck where you are in life.

The big question of our time is not Can it be built? but Should it be built? This places us in an unusual historical moment: our future prosperity depends on the quality of our collective imaginations.

Success is not delivering a feature; success is learning how to solve the customer’s problem.

5 Ways To Build Your Brand on Social Media: 1 Post content that add value 2 Spread positivity 3 Create steady stream of info 4 Make an impact 5 Be yourself

Innovation requires having at least three things: a great idea, the engineering talent to execute it, and the business savvy (plus deal-making moxie) to turn it into a successful product.

... all too often, a successful new business model becomes the business model for companies not creative enough to invent their own. [2002] p.46

Innovation is a bottoms-up, decentralized, and unpredictable thing, but that doesn’t mean it cannot be managed.

Genius has less to do with the size of your mind than how open it is.

Customers don’t care how much time something takes to build. They care only if it serves their needs.

Firestarters are able to make associations between similar situations and use lessons learned from one sphere of their lives to inform actions and thoughts in seemingly unrelated situations. They look for patterns of success, and then they pounce on situations that have proven to be generators of that success.

This is one of the most important lessons of the scientific method: if you cannot fail, you cannot learn.

Success breeds complacency. Complacency breeds failure. Only the paranoid survive.

Motivation is the catalyzing ingredient for every successful innovation. The same is true for learning.

It's called entrepreneurSHIP, not entrepreneurSIT. Don't wait. Just ship.

All failure is failure to adapt, all success is successful adaptation.

Metcalfe’s law: the value of a network as a whole is proportional to the square of the number of participants. In other words, the more people in the network, the more valuable the network.

If we do not know who the customer is, we do not know what quality is.

The world accommodates you for fitting in, but only rewards you for standing out.

There's a simple, but oft-neglected lesson here: to sustain success, you have to be willing to abandon things that are no longer successful.

People LOVE change (when it's about changing others). People HATE change (when it's about changing themselves).

The Rooster Coop was doing its work. Servants have to keep other servants from becoming innovators, experimenters or entrepreneurs. The coop is guarded from the inside.

Don't just create art to make money. Make money so you can create more art.

By harnessing the power of collective intelligence and mutual support, mastermind alliances can unlock new levels of creativity, innovation, and success.

When your ideas shatter established thought, expect blowback.

You can't expect the level of excitement of your audience to be greater than your own.

The innovator's motto is this; I succeed or I learn but I never fail.

If you must walk in someone's shadow make sure it's your own

People don’t want to buy a quarter-inch drill. They want a quarter-inch hole.

Engaged employees are more productive, innovative, and committed to the company's success. They become passionate advocates for your brand and contribute to a positive work environment that attracts and retains top talent.

A strong definition of business success often incorporates elements from several frameworks. A balanced approach might combine financial health with a commitment to innovation and social responsibility. This ensures the company remains profitable while considering its long-term impact and ethical obligations.

life is a continous journey of transformation

Peter Drucker said, “There is surely nothing quite so useless as doing with great efficiency what should not be done at all.”2

The ability to learn faster from customers is the essential competitive advantage that startups must possess.

Arming employees with the tools, know-how, and mindset needed to successfully innovate on a continual basis will be paramount to organizational survival.

If you want an incredibly passionate, happy, ALIVE business…don’t overcomplicate things. Once all is said and done, the foundational elements of a successful business are very simple: respect, service, value and sales. Comparatively, everything else is froth.

Entrepreneurs, by definition, shift resources from areas of low productivity and yield to areas of higher productivity and yield. Of course, there is a risk they may not succeed. But if they are even moderately successful, the returns should be more than adequate to offset whatever risk there might be.

To travel is to live. Breathe some life into your life and go outside!

The point is not to find the average customer but to find early adopters: the customers who feel the need for the product most acutely. Those customers tend to be more forgiving of mistakes and are especially eager to give feedback.

Identify the people in your industries who always seem to be out in front, and use all the relationship skills you've acquired to connect with them. Take them to lunch. Read their newsletters. In fact, read everything you can. Online, there are hundreds of individuals distilling information, analyzing it, and making prognos-tications. These armchair analysts are the eyes and ears of innovation. Now get online and read, read, read. Subscribe to magazines, buy books, and talk to the smartest people you can find. Eventually, all this knowledge will build on itself, and you'll start making connections others aren't.

Most of the young men of talent whom I have met in this country give one the impression of being somewhat demented. Why shouldn't they? They are living amidst spiritual gorillas, living with food and drink maniacs, success-mongers, gadget innovators, publicity hounds. God, if I were a young man today, if I were faced with a world such as we have created, I would blow my brains out.

As companies age they tend to become more reliant on extracting value from their past successes and less desirous of innovating. It's every CEO's job to ensure the company rejects this tendency and instead chooses to embrace both the capital of past success and the capital of present innovation.

I wokeup in morning and saw, world has move on

Only those who constantly retool themselves stand a chance of staying employed in the years ahead.

Ask most entrepreneurs who have decided to pivot and they will tell you that they wish they had made the decision sooner.

You can't judge a man by the way he reacts when things go right, but by the way he reacts when things go wrong.

Some people just love to stir the pot, but don't realize they're cooking themselves.

MOM = Maker of Miracles

Come out of the don'ts and impossibles. Manifest your dream. Bloom your worth.

Not only should we encourage kids to daydream, but also to jump-in and build those dreams. Dreaming is largely lost among adults drowning in self-imposed realities.

The difference between successful and unsuccessful people is that successful ones know that the most unprofitable thing ever manufactured is an excuse.

Don't run with the crowd; fly with the stars.

The greatest power, even in today’s world, comes from the human mind

When we test our own limits, we can know our potential

Time. The one important thing that I believe is more powerful than even God.

The biggest lesson of my life – self-respect comes from respecting others; it is a two-way street.

Failure is our greatest teacher

My strength is my ability to think differently

Many of these technologies are proven, even beyond controlled environments, so their success will be driven by the value proposition, adoption, and ability to scale in the real world.

On the day he was born, Muhammad was given a unique name—and with it a mission to model positive behavior to inspire others. The great inventors of the Golden Age sought to emulate his success by applying his mindset of blossoming to their own circumstances. Each manifested his methodology in trailblazing innovations that not only reflected their individuality but also transformed the world—precisely the lifetime goal Muhammad’s mother had articulated for her son on her deathbed. Indeed, Aminah’s inspiring last words reverberate beyond six-year- old Muhammad to reach people of all backgrounds across the genera- tions: strive to be a world-changer in your own unique way.

You cannot be sure you really understand any part of any business problem unless you go and see for yourself firsthand. It is unacceptable to take anything for granted or to rely on the reports of others.

People who say "it's just business" are lying. It's a deceptive and manipulative tactic used by weak minds. Anyone who has ever run or been in business knows that a business will fail if the relationships are not healthy. Business is the business of relationships. That is all.

A successful society is a progress machine. It takes in the raw material of innovations and produces broad human advancement. America’s machine is broken. When the fruits of change have fallen on the United States in recent decades, the very fortunate have basketed almost all of them.

The reason is that good management itself was the root cause. Managers played the game the way it was supposed to be played. The very decision-making and resource-allocation processes that are key to the success of established companies are the very processes that reject disruptive technologies: listening carefully to customers; tracking competitors’ actions carefully; and investing resources to design and build higher-performance, higher-quality products that will yield greater profit. These are the reasons why great firms stumbled or failed when confronted with disruptive technological change.

I believe...that to be very poor and very beautiful is most probably a moral failure more than an artistic success. Shakespeare would have done well in any generation because he would have refused to die in a corner; he would have taken the false gods and made them over; he would have taken the current formulae and forced them into something lesser men thought them incapable of. Alive today he would undoubtedly have written and directed motion pictures, plays, and God knows what. Instead of saying, "This medium is not good," he would have used it and made it good. If some people called some his work cheap (which some of it was), he wouldn't have cared a rap, because he would know that without some vulgarity there is no complete man. He would have hated refinement, as such, because it is always a withdrawal, and he was too tough to shrink from anything.

Companies that are made up of clusters of leaders will actually accelerate their growth by speeding up their rate of innovation as their competition pulls back, build better teams by investing in people while their rivals shrink training budgets, and pick up top talent as their industry peers lay people off. And so fast companies get that unsettling times are actually gifts for them and periods to get so far ahead of the competition that they can never catch up.

People think focus means saying yes to the thing you’ve got to focus on. But that’s not what it means at all. It means saying no to the hundred other good ideas that there are. You have to pick carefully. I’m actually as proud of the things we haven’t done as the things we have done. Innovation is saying no to a thousand things.

So it was not superior thinkers, inventors or businesses that made Europe rich, but the fact that European elites were less successful in obstructing them... This is somewhat similar to our era of globalization. More countries, in more places, now have access to the sum of humanity's knowledge, and are open to the best innovations from other places... If progress is blocked in one place, many others will continue humanity's journey. (217-218)

Without death there is little innovation. Extinction - death of a species - is part and parcel of evolutionary change. In the absence of this kind of extinction new developments would not prosper. In our own history, periods when ideas have been perpetuated by dogma, preventing the replacement of old by new ideas, have also been times of stultifying stagnation. The Dark Ages in western society were the most static, least innovative of times. So the fact that trilobites were replaced by batches of successive species through their long history was a testimony to their evolutionary vigour.

Thomas Jefferson thought that the United States ought to have a revolution every generation so that democracy could periodically purge itself of contaminants. He meant political revolutions; we have watered down his advice and created a succession of “lifestyle” revolutions instead. Just at the point when a radical innovation or movement might begin to elicit significant discussion within our social order, it makes the cover of Time and receives testimonials from one or two Hollywood stars. Thus elevated into harmlessness, it is soon discarded, leaving little more than a vague, residual stain on our cultural fashions.

Women are the most spectacular instance of this. After a period of independence that came with the spread of Christianity, they were relegated to a lower order. This is all the more interesting because the gospel and the first church were never hostile to women nor treated them as minors, and the situation of women in the Roman empire (particularly in the East) was relatively favourable. In spite of this, when Christianity became a power or authority, this worked against women. A strange perversion, yet fully understandable when we allow that women represent precisely the most innovative elements in Christianity: grace, love, charity, a concern for living creatures, nonviolence, an interest in little things, the hope of new beginnings - the very elements that Christianity was setting aside in favor of glory and success.

One of the study’s major findings was that in the successful relationships, positive attention outweighed negative on a daily basis by a factor of five to one. This positive attention wasn’t about dramatic actions like throwing over-the-top birthday parties or purchasing a dream home. It took the form of small gestures, such as: using a pleased tone of voice when receiving a phone call from the partner, as opposed to an exasperated tone or a rushed pace that implied the partner’s call was interrupting important tasks inquiring about dentist appointments or other details of the other person’s day putting down the remote control, newspaper, or telephone when the other partner walked through the door arriving home at the promised time—or at least calling if there was a delay These small moments turned out to be more predictive of a loving, trusting relationship than were the more innovative steps of romantic vacations and expensive presents. Possibly, that’s because small moments provide consistent tending and nurturing.

Most of the successful innovators and entrepreneurs in this book had one thing in common: they were product people. They cared about, and deeply understood, the engineering and design. They were not primarily marketers or salesmen or financial types; when such folks took over companies, it was often to the detriment of sustained innovation. “When the sales guys run the company, the product guys don’t matter so much, and a lot of them just turn off,” Jobs said. Larry Page felt the same: “The best leaders are those with the deepest understanding of the engineering and product design.”34 Another lesson of the digital age is as old as Aristotle: “Man is a social animal.” What else could explain CB and ham radios or their successors, such as WhatsApp and Twitter? Almost every digital tool, whether designed for it or not, was commandeered by humans for a social purpose: to create communities, facilitate communication, collaborate on projects, and enable social networking. Even the personal computer, which was originally embraced as a tool for individual creativity, inevitably led to the rise of modems, online services, and eventually Facebook, Flickr, and Foursquare. Machines, by contrast, are not social animals. They don’t join Facebook of their own volition nor seek companionship for its own sake. When Alan Turing asserted that machines would someday behave like humans, his critics countered that they would never be able to show affection or crave intimacy. To indulge Turing, perhaps we could program a machine to feign affection and pretend to seek intimacy, just as humans sometimes do. But Turing, more than almost anyone, would probably know the difference. According to the second part of Aristotle’s quote, the nonsocial nature of computers suggests that they are “either a beast or a god.” Actually, they are neither. Despite all of the proclamations of artificial intelligence engineers and Internet sociologists, digital tools have no personalities, intentions, or desires. They are what we make of them.

The case I’ve presented in this book suggests that humans are undergoing what biologists call a major transition. Such transitions occur when less complex forms of life combine in some way to give rise to more complex forms. Examples include the transition from independently replicating molecules to replicating packages called chromosomes or, the transition from different kinds of simple cells to more complex cells in which these once-distinct simple cell types came to perform critical functions and become entirely mutually interdependent, such as the nucleus and mitochondria in our own cells. Our species’ dependence on cumulative culture for survival, on living in cooperative groups, on alloparenting and a division of labor and information, and on our communicative repertoires mean that humans have begun to satisfy all the requirements for a major biological transition. Thus, we are literally the beginnings of a new kind of animal.1 By contrast, the wrong way to understand humans is to think that we are just a really smart, though somewhat less hairy, chimpanzee. This view is surprisingly common. Understanding how this major transition is occurring alters how we think about the origins of our species, about the reasons for our immense ecological success, and about the uniqueness of our place in nature. The insights generated alter our understandings of intelligence, faith, innovation, intergroup competition, cooperation, institutions, rituals, and the psychological differences between populations. Recognizing that we are a cultural species means that, even in the short run (when genes don’t have enough time to change), institutions, technologies, and languages are coevolving with psychological biases, cognitive abilities, emotional responses, and preferences. In the longer run, genes are evolving to adapt to these culturally constructed worlds, and this has been, and is now, the primary driver of human genetic evolution. Figure 17.1.

Entrepreneurs who kept their day jobs had 33 percent lower odds of failure than those who quit. If you’re risk averse and have some doubts about the feasibility of your ideas, it’s likely that your business will be built to last. If you’re a freewheeling gambler, your startup is far more fragile. Like the Warby Parker crew, the entrepreneurs whose companies topped Fast Company’s recent most innovative lists typically stayed in their day jobs even after they launched. Former track star Phil Knight started selling running shoes out of the trunk of his car in 1964, yet kept working as an accountant until 1969. After inventing the original Apple I computer, Steve Wozniak started the company with Steve Jobs in 1976 but continued working full time in his engineering job at Hewlett-Packard until 1977. And although Google founders Larry Page and Sergey Brin figured out how to dramatically improve internet searches in 1996, they didn’t go on leave from their graduate studies at Stanford until 1998. “We almost didn’t start Google,” Page says, because we “were too worried about dropping out of our Ph.D. program.” In 1997, concerned that their fledgling search engine was distracting them from their research, they tried to sell Google for less than $2 million in cash and stock. Luckily for them, the potential buyer rejected the offer. This habit of keeping one’s day job isn’t limited to successful entrepreneurs. Many influential creative minds have stayed in full-time employment or education even after earning income from major projects. Selma director Ava DuVernay made her first three films while working in her day job as a publicist, only pursuing filmmaking full time after working at it for four years and winning multiple awards. Brian May was in the middle of doctoral studies in astrophysics when he started playing guitar in a new band, but he didn’t drop out until several years later to go all in with Queen. Soon thereafter he wrote “We Will Rock You.” Grammy winner John Legend released his first album in 2000 but kept working as a management consultant until 2002, preparing PowerPoint presentations by day while performing at night. Thriller master Stephen King worked as a teacher, janitor, and gas station attendant for seven years after writing his first story, only quitting a year after his first novel, Carrie, was published. Dilbert author Scott Adams worked at Pacific Bell for seven years after his first comic strip hit newspapers. Why did all these originals play it safe instead of risking it all?