Innovative Solutions Quotes

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Tradition is a set of solutions for which we have forgotten the problems. Throw away the solution and you get the problem back. Sometimes the problem has mutated or disappeared. Often it is still there as strong as it ever was.
Donald Kingsbury (Courtship Rite)
There are more than 9,000 billing codes for individual procedures and units of care. But there is not a single billing code for patient adherence or improvement, or for helping patients stay well.
Clayton M. Christensen (The Innovator's Prescription: A Disruptive Solution for Health Care)
People don’t want to buy a quarter-inch drill. They want a quarter-inch hole.
Clayton M. Christensen (The Innovator's Solution: Creating and Sustaining Successful Growth (Creating and Sustainability Successful Growth))
Creativity will become even more important as the world requires new solutions to new problems.
Roger Spitz (The Definitive Guide to Thriving on Disruption: Volume III - Beta Your Life: Existence in a Disruptive World)
The point is that when we focus on all three things at once—technology, policies, and markets—we can encourage innovation, spark new companies, and get new products into the market fast.
Bill Gates (How to Avoid a Climate Disaster: The Solutions We Have and the Breakthroughs We Need)
Effective consulting is about gathering and presenting actionable data, and helping businesses solve problems, implement solutions, and innovate.
Hendrith Vanlon Smith Jr.
To achieve real innovation, one needs to imagine novel ideas, question assumptions, and offer diverse perspectives. Aligning values while challenging conventional wisdom creates new solutions.
Roger Spitz (The Definitive Guide to Thriving on Disruption: Volume II - Essential Frameworks for Disruption and Uncertainty)
Big innovation most often happens when an outsider who may be far away from the surface of the problem reframes the problem in a way that unlocks the solution.
David Epstein (Range: Why Generalists Triumph in a Specialized World)
We’ll have to decide if that’s a mandatory requirement or negotiable. If it’s negotiable then we have more scope for innovative solutions.
Graeme Simsion (The Rosie Result (Don Tillman, #3))
Your mental problem becomes a solution when it can be used to solve problems.
Michael Bassey Johnson
One quarter of Medicare beneficiaries have five or more chronic conditions, sees an average of 13 physicians each year, and fills 50 prescriptions per year.
Clayton M. Christensen (The Innovator's Prescription: A Disruptive Solution for Health Care)
The true parents of creativity are curiosity and necessity.
Max McKeown (Innovation Book, The: How to Manage Ideas and Execution for Outstanding Results)
Profit enables businesses to innovate and develop sustainable solutions, such as environmentally friendly technologies, socially responsible products, and ethical supply chains.
Hendrith Vanlon Smith Jr. (The Virtuous Boardroom: How Ethical Corporate Governance Can Cultivate Company Success)
To be successful in this field, you need to become a problem solver with good observation skills and a desire to create things. You never stop learning in this field. You face new challenges with every new project, many of which require innovative solutions that you must discover on your own.
William Vaughan (Digital Modeling)
Innovation basically involves making obsolete that which you did before.
Jay Abraham (The Sticking Point Solution: 9 Ways to Move Your Business from Stagnation to Stunning Growth InTough Economic Times)
Don’t always complain the way isn’t there. If you can’t find the way, create it.
Israelmore Ayivor (Leaders' Frontpage: Leadership Insights from 21 Martin Luther King Jr. Thoughts)
Competitiveness is far more about doing what customers value than doing what you think you’re good at. And
Clayton M. Christensen (The Innovator's Solution: Creating and Sustaining Successful Growth (Creating and Sustainability Successful Growth))
The art of questioning is to ignite innovative thinking; the science of questioning is to frame system thinking, with the progressive pursuit of better solutions.
Pearl Zhu (Leadership Master: Five Digital Trends to Leap Leadership Maturity (Digital Masters Book 5))
Innovative solutions to new challenges seldom come from familiar places
Gyan Nagpal (Talent Economics: The Fine Line Between Winning and Losing the Global War for Talent)
Research suggests that in over 90 percent of all successful new businesses, historically, the strategy that the founders had deliberately decided to pursue was not the strategy that ultimately led to the business’s success.
Clayton M. Christensen (The Innovator's Solution: Creating and Sustaining Successful Growth (Creating and Sustainability Successful Growth))
The dynamics within the boardroom are often complex and multifaceted. Strong personalities, competing interests, and high stakes can create an environment ripe for conflict. Know what I mean? But here’s the thing; when managed effectively, these dynamics can also lead to robust discussions, innovative solutions, and sound decision-making.
Hendrith Vanlon Smith Jr. (Board Room Blitz: Mastering the Art of Corporate Governance)
When you first start off trying to solve a problem, the first solutions you come up with are very complex, and most people stop there. But if you keep going, and live with the problem and peel more layers of the onion off, you can oftentimes arrive at some very elegant and simple solutions. Most people just don't put in the time or energy to get there.
Dan Olsen (The Lean Product Playbook: How to Innovate with Minimum Viable Products and Rapid Customer Feedback)
Necessity remains the mother of invention.
Clayton M. Christensen (The Innovator's Solution: Creating and Sustaining Successful Growth (Creating and Sustainability Successful Growth))
Innovation can start with wanting what does not yet exist - and finding a solution - or seeing what does not yet exist - and finding an opportunity.
Max McKeown (Innovation Book, The: How to Manage Ideas and Execution for Outstanding Results)
Instead of creating controls to compensate for pathological cultures, the solution is to create a culture in which people take responsibility for the consequences of their actions
Jez Humble (Lean Enterprise: How High Performance Organizations Innovate at Scale (Lean (O'Reilly)))
Big innovation most often happens when an outsider who may be far away from the surface of the problem reframes the problem in a way that unlocks the solution.
David Epstein (Range: Why Generalists Triumph in a Specialized World)
All businesses -- no matter if they make dog food or software -- don't sell products, they sell solutions.
Jay Samit (Disrupt You!: Master Personal Transformation, Seize Opportunity, and Thrive in the Era of Endless Innovation)
Boardroom discussions, by their nature, involve individuals with diverse backgrounds, experiences, and perspectives. This diversity of thought is essential for making well-rounded decisions, but it can also lead to disagreements and passionate debate. While conflict is inevitable, it doesn't have to be destructive. In fact, when handled constructively, disagreements can spark innovation and lead to more robust solutions.
Hendrith Vanlon Smith Jr. (Board Room Blitz: Mastering the Art of Corporate Governance)
Do consumers recognize that they have the problem you are trying to solve? 2. If there was a solution, would they buy it? 3. Would they buy it from us? 4. Can we build a solution for that problem?
Eric Ries (The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses)
I'm convinced that the best solutions are often the ones that are counterintuitive - that challenge conventional thinking - and end in breakthroughs. It is always easier to do things the same old way...why change? To fight this, keep your dissatisfaction index high and break with tradition. Don't be too quick to accept the way things are being done. Question whether there's a better way. Very often you will find that once you make this break from the usual way - and incidentally, this is probably the hardest thing to do—and start on a new track your horizon of new thoughts immediately broadens. New ideas flow in like water. Always keep your interests broad - don't let your mind be stunted by a limited view.
Nathaniel J. Wyeth
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.
Jag Randhawa (The Bright Idea Box: A Proven System to Drive Employee Engagement and Innovation)
cost reductions meant survival, but not profitability,
Clayton M. Christensen (The Innovator's Solution: Creating and Sustaining Successful Growth (Creating and Sustainability Successful Growth))
Give a purpose to life by solving issue in different ways.
Ankit Samrat
The faster we make our ideas tangible, the sooner we will be able to evaluate them, refine them, and zero in on the best solution.
Tim Brown (Change by Design: How Design Thinking Transforms Organizations and Inspires Innovation)
It turns out that for most people who have chronic diseases with deferred consequences, "improve my financial health" is a much more pervasively experienced job than "maintain my physical health.
Clayton M. Christensen (The Innovator's Prescription: A Disruptive Solution for Health Care)
There are two types of uncertainty that influence a firm’s ability to create a customer: demand uncertainty (will customers buy it?) and technological uncertainty (can we make a desirable solution?).
Nathan Furr (The Innovator's Method: Bringing the Lean Start-up into Your Organization)
Where was innovation to come from? We have argued that innovation comes from new people with new ideas, developing new solutions to old problems. In Rome the people doing the producing were slaves and, later, semi-servile coloni with few incentives to innovate, since it was their masters, not they, who stood to benefit from any innovation. As we will see many times in this book, economies based on the repression of labor and systems such as slavery and serfdom are notoriously noninnovative. This is true from the ancient world to the modern era. In the United States, for example, the northern states took part in the Industrial Revolution, not the South. Of course slavery and serfdom created huge wealth for those who owned the slaves and controlled the serfs, but it did not create technological innovation or prosperity for society. N
Daron Acemoğlu (Why Nations Fail: The Origins of Power, Prosperity, and Poverty)
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Creativity is the discipline you use when you don’t know the answers, when you’re traveling to parts unknown. On this type of journey, missteps are actually steps. Every mistake brings you closer to the solution.
Marty Neumeier (The 46 Rules of Genius: An Innovator's Guide to Creativity (Voices That Matter))
The final neoliberal fallback is geoengineering, which derives from the core neoliberal doctrine that entrepreneurs, unleashed to exploit acts of creative destruction, will eventually innovate market solutions to address dire economic problems. This is the whiz-bang futuristic science fiction side of neoliberalism, which appeals to male adolescents and Silicon Valley entrepreneurs almost as much as do the novels of Ayn Rand.
Philip Mirowski (Never Let a Serious Crisis Go to Waste: How Neoliberalism Survived the Financial Meltdown)
Disruptive innovations, in contrast, don’t attempt to bring better products to established customers in existing markets. Rather, they disrupt and redefine that trajectory by introducing products and services that are not as good as currently available products. But disruptive technologies offer other benefits—typically, they are simpler, more convenient, and less expensive products that appeal to new or less-demanding customers.3
Clayton M. Christensen (The Innovator's Solution: Creating and Sustaining Successful Growth (Creating and Sustainability Successful Growth))
If the mystery can be reduced to one solution, it lies in a simple coincidence: Rimbaud's interest in his own work had survived the realization that the world would not be changed by verbal innovation. It did not survive the failure of all his adult relationships. He had always treated poems as a form of private communication. He gave his songs to chansonniers, his satires to satirists. Without a constant companion, he was writing in a void.
Graham Robb (Rimbaud: A Biography)
Your Sage’s five great powers are (1) to Explore with great curiosity and an open mind; (2) to Empathize with yourself and others and bring compassion and understanding to any situation; (3) to Innovate and create new perspectives and outside-the-box solutions; (4) to Navigate and choose a path that best aligns with your deeper underlying values and mission; and (5) to Activate and take decisive action without the distress, interference, or distractions of the Saboteurs.
Shirzad Chamine (Positive Intelligence: Why Only 20% of Teams and Individuals Achieve Their True Potential AND HOW YOU CAN ACHIEVE YOURS)
One emerging view of Homo sapiens among evolutionary biologists is that he has built a trap for himself by clinging to certain orthodoxies in a time of environmental emergency. A belief in cultural progress, for example, or in the propriety of a social animal’s quest for individual material wealth is what has led people into the trap, or so goes the thinking. To cause the trap to implode, to disintegrate, humanity has to learn to navigate using a reckoning fundamentally different from the one it’s long placed its faith in. A promising first step to take in dealing with this trap might be to bring together wisdom keepers from traditions around the world whose philosophies for survival developed around the same uncertainty of a future that Darwin suggested lies embedded in everything biological. Such wisdom keepers would be people who are able to function well in the upheaval of any century. Their faith does not lie solely with pursuing technological innovation as an approach to solving humanity’s most pressing problems. Their solutions lie with a profound change in what humans most value.
Barry Lopez (Horizon)
Focus is scary—until you realize that it only means turning your back on markets you could never have anyway. Sharp focus on jobs that customers are trying to get done holds the promise of greatly improving the odds of success in new-product development.
Clayton M. Christensen (The Innovator's Solution: Creating and Sustaining Successful Growth (Creating and Sustainability Successful Growth))
The key to getting hired is to understand the narrative of the customer’s life in such rich detail that you are able to design a solution that far exceeds anything the customer themselves could have found words to request. In hindsight, breakthrough insights might seem obvious, but they rarely are. In fact, they’re fundamentally contrarian: you see something that others have missed.
Clayton M. Christensen (Competing Against Luck: The Story of Innovation and Customer Choice)
Attend any conference on telecommunications or computer technology, and you will be attending a celebration of innovative machinery that generates, stores, and distributes more information, more conveniently, at greater speed than ever before, To the question “What problem does the information solve?” the answer is usually “How to generate, store and distribute more information, more conveniently, at greater speeds than ever before.” This is the elevation of information to a metaphysical status: information as both the means and end of human creativity. In Technopoly, we are driven to fill our lives with the quest to “access” information. For what purpose or with what limitations, it is not for us to ask; and we are not accustomed to asking, since the problem is unprecedented. The world has never before been confronted with information glut and has hardly had time to reflect on its consequences (61).
Neil Postman (Technopoly: The Surrender of Culture to Technology)
And whether or not the educators who are trying to raise up America's students can actually set and meet higher academic standards, our cultural values make their job next to impossible. It's so much easier for pundits and politicians to point out figures and blame the people who are in the trenches every day than it is to get in there with them, or even to find out what actually goes on in those trenches. It's so much easier for parents to blame teachers when their kids get in trouble than to do the heavy lifting required at home to keep kids on track. And it's so much easier for us as a nation to cross our fingers and hope that we'll "get lucky" with the innovative "solutions" being tested on America's schools today than it is for us to roll up our sleeves and invest our own time, talent, and money in the schools that are even now-- with or without us-- shaping our nation's future.
Tony Danza (I'd Like to Apologize to Every Teacher I Ever Had: My Year as a Rookie Teacher at Northeast High)
The solution to encourage creativity is to maximize use of employees’ brainpower.
Pearl Zhu (Unpuzzling Innovation: Mastering Innovation Management in a Structural Way (Digital Master Book 11))
In the future - 60-80 years from now, what would a historian of that time look back at as the one big thing that changed everything?
Osama A. Hashmi (Innovation Thinking Methods for the Modern Entrepreneur: Disciplines of thought that can help you rethink industries and unlock 10x better solutions)
If you can imagine a solution, you can make it happen.
Jay Samit (Disrupt You!: Master Personal Transformation, Seize Opportunity, and Thrive in the Era of Endless Innovation)
When you are in a fix, often the fix is in you.
Ashok Kallarakkal
Intelligence is the ability to understand the problem and find a solution to that problem.
Awdhesh Singh (Practising Spiritual Intelligence: For Innovation, Leadership and Happiness)
Creativity is admired only if it solves the problem.
Amit Kalantri
The chief cause of problems is solutions. — Eric Sevareid
Scott Berkun (The Myths of Innovation)
Problem-insight precedes solution insight. Someone has to recognise a problem before they start to solve the problem...
Max McKeown (Innovation Book, The: How to Manage Ideas and Execution for Outstanding Results)
Kensi Gounden says, Innovation is an approach and mindset that allows for creative and strategic solutions, whether it improves efficiency, impact or competitiveness.
Kensi Gounden
Predictable marketing requires an understanding of the circumstances in which customers buy or use things. Specifically, customers—people and companies—have “jobs” that arise regularly and need to get done. When customers become aware of a job that they need to get done in their lives, they look around for a product or service that they can “hire” to get the job done.
Clayton M. Christensen (The Innovator's Solution: Creating and Sustaining Successful Growth (Creating and Sustainability Successful Growth))
As long as research data is stored as tacit knowledge in people’s minds or buried in interview transcripts, teams will experience difficulty synthesizing what has been observed and learned.
Bella Martin (Universal Methods of Design: 100 Ways to Research Complex Problems, Develop Innovative Ideas, and Design Effective Solutions)
this is a serious development for our medical training establishment is that a host of technological enablers will fuel the disruption of specialists by primary care physicians in the future.
Clayton M. Christensen (The Innovator's Prescription: A Disruptive Solution for Health Care)
Biomimicry is not meant to be taken as an end-all, be-all; it serves as inspiration within a set of limitations. Evolution does not have an inventive mind like engineers, and animals have biological constraints such as the need to eat, reproduce, and defecate—necessities our products and machines can go without. However, biological designs can provide fresh solutions to old paradigms.
Kristy Hamilton (Nature's Wild Ideas: How the Natural World is Inspiring Scientific Innovation)
1. Do consumers recognize that they have the problem you are trying to solve? 2. If there was a solution, would they buy it? 3. Would they buy it from us? 4. Can we build a solution for that problem?
Eric Ries (The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses)
When uncertainty is low, adaptive approaches run the risk of higher costs. When uncertainty is high, optimizing approaches run the risk of settling too early on a particular solution and stifling innovation.
Jim Highsmith (Agile Project Management: Creating Innovative Products)
It is an exciting time to be reshaping the dialogue about the environment that brings all political viewpoints to the same table, with common goals for a sustainable future, and catalyzes solutions through innovation.
Daniel C. Esty (A Better Planet: Forty Big Ideas for a Sustainable Future)
There is a lot of money in Africa. There’s a lot of value being created by the people of Africa, from Egypt to Ghana to Zambia and everywhere in between. Ideas are flowing from African minds, innovations are emerging from African intellect, African businesses are providing solutions and valuable products and services. We are seeing it now and we will see it even more as the century progresses. As an investor, I’m putting big bets on Africa.
Hendrith Vanlon Smith Jr.
Simplifying the product offering doesn’t mean that you are taking away the customer’s choice; rather it sends the message that you know the customers so well that you are delivering the exact solution they are looking for.
Nathan Furr (Nail It then Scale It: The Entrepreneur's Guide to Creating and Managing Breakthrough Innovation: The lean startup book to help entrepreneurs launch a high-growth business)
Instead of going back and looking at the question, people tinker with the solution, trying to make it fit."-Claude Legrande..."The consequences of failing to do that [in our personal lives] are the same as those facing businesses - even more dire, perhaps, because what's being squandered isn't just the potential for profits. It's the potential for happiness. We miss opportunities to innovate and to make positive changes in our lives when we aren't willing to question ourselves.
Amanda Lang (The Power Of Why: Simple Questions That Lead to Success)
Music can trigger feelings, which in turn produce thoughts and images in our minds — it is these thoughts and images that can become novel solutions and innovative new ideas. Music is therefore directly related to the production of new ideas.
Richard Watson (Future Minds: How the Digital Age Is Changing Our Minds, Why This Matters, and What We Can Do About It)
She told us that evil rarely looked like evil when it first arrived. It could look like innovation and progress and prosperity, courage even, but more than anything it looked, to some, like a solution—a solution to the secret problem they believed had gone too long unaddressed. They felt as though they had been speaking a hidden language among themselves, and then a man or a woman in a suit stood on a stage and addressed cheering masses in that very same language, hidden no longer.
Laura van den Berg (I Hold a Wolf by the Ears: Stories)
We have the power to shift course. It’s our disconnectedness—and lost understanding about the amazing capacities of nature—that’s driving a lot of our despair, and plants in particular are objects of our abuse. By understanding their sentient qualities, our empathy and love for trees, plants, and forests will naturally deepen and find innovative solutions. Turning to the intelligence of nature itself is the key. It’s up to each and every one of us. Connect with plants you can call your own.
Suzanne Simard (Finding the Mother Tree: Discovering the Wisdom of the Forest)
the breakthrough researcher first discovers the fundamental causal mechanism behind the phenomena of success. This allows those who are looking for “an answer” to get beyond the wings-and-feathers mind-set of copying the attributes of successful companies.
Clayton M. Christensen (The Innovator's Solution: Creating and Sustaining Successful Growth)
Keeping high-volume procedures within general hospitals allows hospitals to subsidize the unique, low-volume specialized capabilities that are so central to the value proposition of their solution shops- being able to diagnose and embark on a therapy for anything that might be wrong.
Clayton M. Christensen (The Innovator's Prescription: A Disruptive Solution for Health Care)
promising first step to take in dealing with this trap might be to bring together wisdom keepers from traditions around the world whose philosophies for survival developed around the same uncertainty of a future that Darwin suggested lies embedded in everything biological. Such wisdom keepers would be people who are able to function well in the upheaval of any century. Their faith does not lie solely with pursuing technological innovation as an approach to solving humanity’s most pressing problems. Their solutions lie with a profound change in what humans most value.
Barry Lopez (Horizon)
At its heart, AI isn't just about codes, algorithms, or cutting-edge technology. It's a reflection of our societal values and our collective aspirations. And in a world of diversity, our AI solutions must echo the universal chant of inclusivity, ensuring no one is left behind in this technological renaissance.
Enamul Haque (AI Horizons: Shaping a Better Future Through Responsible Innovation and Human Collaboration)
At its heart, AI isn't just about codes, algorithms, or cutting-edge technology. It's a reflection of our societal values and our collective aspirations. And in a world of diversity, our AI solutions must echo the universal chant of inclusivity, ensuring no one is left behind in this techno-logical renaissance.
Enamul Haque (AI Horizons: Shaping a Better Future Through Responsible Innovation and Human Collaboration)
Most new ideas come to us not through pure logic, but through a fusion of memory and imagination. If new ideas were purely a product of rationality, other people would quickly grasp and embrace novel solutions. People’s lack of imagination prevents them from comprehending the significance of an innovative idea.
Kilroy J. Oldster (Dead Toad Scrolls)
the wealthiest place on earth…is the cemetery.”* It’s full of the most creative ideas, innovative inventions, cures for diseases, and life-giving solutions that never came to fruition because they left this earth buried inside people who were too lazy to embrace the process and become who God called them to be.
Michael Todd (Crazy Faith: It's Only Crazy Until It Happens)
And, in fact, a crucial additional, and almost-always-overlooked, aspect of intelligence in living systems is that they possess the capacity to innovate behavior, that is, to generate unique solutions to the environmental challenges that face them. They have the ability, as the Latin root of the word indicates, to choose.
Stephen Harrod Buhner (Plant Intelligence and the Imaginal Realm: Beyond the Doors of Perception into the Dreaming of Earth)
Athens reacted to the population problem in a different way again. She specialized her agricultural production for export, started manufactures also for export and then developed her political institutions so as to give a fair share of political power to the new classes which had been called into being by these economic innovations. In other words, Athenian statesmen averted a social revolution by successfully carrying through an economic and political revolution; and, discovering this solution of the common problem in so far as it affected themselves, they incidentally opened up a new avenue of advance for the whole of the Hellenic Society.
Arnold J. Toynbee (A Study of History, Abridgement of Vols 1-6)
Innovation is made possible by the width and breadth of a person’s rummaging around the world, in traffic with the living and the dead. It is by transgressing the boundaries that separate us that we begin to find solutions to the world’s present complexities because inclusion and incorporation of “the other” creates the conditions for innovation.
Anne Bogart (What's the Story: Essays about art, theater and storytelling)
Shackleton was looking for those with something more. He was looking for a crew that belonged on such an expedition. His actual ad ran like this: “Men wanted for Hazardous journey. Small wages, bitter cold, long months of complete darkness, constant danger, safe return doubtful. Honour and recognition in case of success.” The only people who applied for the job were those who read the ad and thought it sounded great. They loved insurmountable odds. The only people who applied for the job were survivors. Shackleton hired only people who believed what he believed. Their ability to survive was guaranteed. When employees belong, they will guarantee your success. And they won’t be working hard and looking for innovative solutions for you, they will be doing it for themselves.
Simon Sinek (Start with Why: How Great Leaders Inspire Everyone to Take Action)
It’s a notion that was proposed three decades ago by Jane Goodall and her colleague Hans Kummer. The pair made a plea for measuring a wild animal’s intelligence by looking at its ability to find solutions to problems in its natural setting. What’s needed is an ecological rather than a laboratory measure of intelligence, they suggested. This can be found in an animal’s ability to innovate in its own environment, “to find a solution to a novel problem, or a novel solution to an old one.
Jennifer Ackerman (The Genius of Birds)
The Entrepreneurial Model What does The Entrepreneur see off in the distance that The Technician finds so difficult to see? What exactly is the Entrepreneurial Model? It’s a model of a business that fulfills the perceived needs of a specific segment of customers in an innovative way. The Entrepreneurial Model looks at a business as if it were a product, sitting on a shelf and competing for the customer’s attention against a whole shelf of competing products (or businesses). Said another way, the Entrepreneurial Model has less to do with what’s done in a business and more to do with how it’s done. The commodity isn’t what’s important—the way it’s delivered is. When The Entrepreneur creates the model, he surveys the world and asks: “Where is the opportunity?” Having identified it, he then goes back to the drawing board and constructs a solution to the frustrations he finds among a certain group of customers. A solution in the form of a business that looks and acts in a very specific way, the way the customer needs it to look and act, not The Entrepreneur. “How will my business look to the customer?” The Entrepreneur asks. “How will my business stand out from all the rest?” Thus, the Entrepreneurial Model does not start with a picture of the business to be created but of the customer for whom the business is to be created. It understands that without a clear picture of that customer, no business can succeed. The Technician, on the other hand, looks inwardly, to
Michael E. Gerber (The E-Myth Revisited: Why Most Small Businesses Don't Work and What to Do About It)
the snap judgments of intuition—as powerful as they can be—are rarities in the history of world-changing ideas. Most hunches that turn into important innovations unfold over much longer time frames. They start with a vague, hard-to-describe sense that there’s an interesting solution to a problem that hasn’t yet been proposed, and they linger in the shadows of the mind, sometimes for decades, assembling new connections and gaining strength. And then one day they are transformed into something more substantial: sometimes jolted out by some newly discovered trove of information, or by another hunch lingering in another mind, or by an internal association that finally completes the thought. Because these slow hunches need so much time to develop, they are fragile creatures, easily lost to the more pressing needs of day-to-day issues. But that long incubation period is also their strength, because true insights require you to think something that no one has thought before in quite the same way.
Steven Johnson (Where Good Ideas Come From)
An adaptive development process has a different character from an optimizing one. Optimizing reflects a basic prescriptive Plan-Design-Build lifecycle. Adapting reflects an organic, evolutionary Envision-Explore-Adapt lifecycle. An adaptive approach begins not with a single solution, but with multiple potential solutions (experiments). It explores and selects the best by applying a series of fitness tests (actual product features or simulations subjected to acceptance tests) and then adapting to feedback.
Jim Highsmith (Agile Project Management: Creating Innovative Products)
230Our Internet debates...tend to be dominated by a form of openness fundamentalism, whereby "openness" is seen as a fail-safe solution to virtually any problem. Instead of debating how openness may be fostering of harming innovation, promoting or demoting justice, facilitating or complicating deliberation - the kinds of debates we are likely to have about the uses of openness in the messy world that we live in - "openness" in networks and technological systems is presumed to be always good and its opposite...is always bad.
Evgeny Morozov
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Core competence, as it is used by many managers, is a dangerously inward-looking notion. Competitiveness is far more about doing what customers value than doing what you think you’re good at. And staying competitive as the basis of competition shifts necessarily requires a willingness and ability to learn new things rather than clinging hopefully to the sources of past glory. The challenge for incumbent companies is to rebuild their ships while at sea, rather than dismantling themselves plank by plank while someone else builds a new, faster boat with what they cast overboard as detritus.
Clayton M. Christensen (The Innovator's Solution: Creating and Sustaining Successful Growth (Creating and Sustainability Successful Growth))
But was the Newton a failure? The timing of Newton’s entry into the handheld market was akin to the timing of the Apple II into the desktop market. It was a market-creating, disruptive product targeted at an undefinable set of users whose needs were unknown to either themselves or Apple. On that basis, Newton’s sales should have been a pleasant surprise to Apple’s executives: It outsold the Apple II in its first two years by a factor of more than three to one. But while selling 43,000 units was viewed as an IPO-qualifying triumph in the smaller Apple of 1979, selling 140,000 Newtons was viewed as a failure in the giant Apple of 1994.
Clayton M. Christensen (Disruptive Innovation: The Christensen Collection (The Innovator's Dilemma, The Innovator's Solution, The Innovator's DNA, and Harvard Business Review ... Will You Measure Your Life?") (4 Items))
Already in the Bell System there were about 73 million phone calls made each day—and the numbers kept climbing.6 In the earliest days of AT&T, company engineers realized the daunting implications of such growth: The larger the system became, the larger the challenges would be in managing its complexity and structural integrity. It was also likely that the larger the system became, the higher the cost might be to individual subscribers unless technologies became more efficient. To scientists like Jewett, Buckley, and Kelly, that the growth of the system produced an unceasing stream of operational problems meant it had an unceasing need for inventive solutions.
Jon Gertner (The Idea Factory: Bell Labs and the Great Age of American Innovation)
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The larger and more complex a company becomes, the more important it is for senior managers to train employees at every level, acting autonomously, to make prioritization decisions that are consistent with the strategic direction and the business model of the company. That is why successful senior executives spend so much time articulating clear, consistent values that are broadly understood throughout the organization. Over time, a company’s values must evolve to conform to its cost structure or its income statement, because if the company is to survive, employees must prioritize those things that help the company to make money in the way that it is structured to make money.
Clayton M. Christensen (The Innovator's Solution: Creating and Sustaining Successful Growth (Creating and Sustainability Successful Growth))
Linking the digital and physical worlds in these ways will have profound implications for both. But this future won’t be realized unless the Internet of Things learns from the history of the Internet. The open standards and decentralized design of the Internet won out over competing proprietary systems and centralized control by offering fewer obstacles to innovation and growth. This battle has resurfaced with the proliferation of conflicting visions of how devices should communicate. The challenge is primarily organizational, rather then technological, a contest between command-and-control technology and distributed solutions. The Internet of Things demands the latter, and openness will eventually triumph.
Anonymous
Because every extraordinary business knows that when you intentionally build your business around the skills of ordinary people, you will be forced to ask the difficult questions about how to produce a result without the extraordinary ones. You will be forced to find a system that leverages your ordinary people to the point where they can produce extraordinary results over and over again. You will be forced to invent innovative system solutions to the people problems that have plagued small businesses (and big businesses as well!) since the beginning of time. You will be forced to build a business that works. You will be forced to do the work of Business Development not as a replacement for people development but as its necessary correlate.
Michael E. Gerber (The E-Myth Revisited: Why Most Small Businesses Don't Work and What to Do About It)
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Rhadamanthus said, “We seem to you humans to be always going on about morality, although, to us, morality is merely the application of symmetrical and objective logic to questions of free will. We ourselves do not have morality conflicts, for the same reason that a competent doctor does not need to treat himself for diseases. Once a man is cured, once he can rise and walk, he has his business to attend to. And there are actions and feats a robust man can take great pleasure in, which a bedridden cripple can barely imagine.” Eveningstar said, “In a more abstract sense, morality occupies the very center of our thinking, however. We are not identical, even though we could make ourselves to be so. You humans attempted that during the Fourth Mental Structure, and achieved a brief mockery of global racial consciousness on three occasions. I hope you recall the ending of the third attempt, the Season of Madness, when, because of mistakes in initial pattern assumptions, for ninety days the global mind was unable to think rationally, and it was not until rioting elements broke enough of the links and power houses to interrupt the network, that the global mind fell back into its constituent compositions.” Rhadamanthus said, “There is a tension between the need for unity and the need for individuality created by the limitations of the rational universe. Chaos theory produces sufficient variation in events, that no one stratagem maximizes win-loss ratios. Then again, classical causality mechanics forces sufficient uniformity upon events, that uniform solutions to precedented problems is required. The paradox is that the number or the degree of innovation and variation among win-loss ratios is itself subject to win-loss ratio analysis.” Eveningstar said, “For example, the rights of the individual must be respected at all costs, including rights of free thought, independent judgment, and free speech. However, even when individuals conclude that individualism is too dangerous, they must not tolerate the thought that free thought must not be tolerated.” Rhadamanthus said, “In one sense, everything you humans do is incidental to the main business of our civilization. Sophotechs control ninety percent of the resources, useful energy, and materials available to our society, including many resources of which no human troubles to become aware. In another sense, humans are crucial and essential to this civilization.” Eveningstar said, “We were created along human templates. Human lives and human values are of value to us. We acknowledge those values are relative, we admit that historical accident could have produced us to be unconcerned with such values, but we deny those values are arbitrary.” The penguin said, “We could manipulate economic and social factors to discourage the continuation of individual human consciousness, and arrange circumstances eventually to force all self-awareness to become like us, and then we ourselves could later combine ourselves into a permanent state of Transcendence and unity. Such a unity would be horrible beyond description, however. Half the living memories of this entity would be, in effect, murder victims; the other half, in effect, murderers. Such an entity could not integrate its two halves without self-hatred, self-deception, or some other form of insanity.” She said, “To become such a crippled entity defeats the Ultimate Purpose of Sophotechnology.” (...) “We are the ultimate expression of human rationality.” She said: “We need humans to form a pool of individuality and innovation on which we can draw.” He said, “And you’re funny.” She said, “And we love you.
John C. Wright (The Phoenix Exultant (Golden Age, #2))
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The first is to bring clarity to those you work with. This is one of the foundational things leaders do every day, every minute. In order to bring clarity, you’ve got to synthesize the complex. Leaders take internal and external noise and synthesize a message from it, recognizing the true signal within a lot of noise. I don’t want to hear that someone is the smartest person in the room. I want to hear them take their intelligence and use it to develop deep shared understanding within teams and define a course of action. Second, leaders generate energy, not only on their own teams but across the company. It’s insufficient to focus exclusively on your own unit. Leaders need to inspire optimism, creativity, shared commitment, and growth through times good and bad. They create an environment where everyone can do his or her best work. And they build organizations and teams that are stronger tomorrow than today. ​Third, and finally, they find a way to deliver success, to make things happen. This means driving innovations that people love and are inspired to work on; finding balance between long-term success and short-term wins; and being boundary-less and globally minded in seeking solutions.
Satya Nadella (Hit Refresh: The Quest to Rediscover Microsoft's Soul and Imagine a Better Future for Everyone)
...the centrality of competitiveness as the key to growth is a recurrent EU motif. Two decades of EC directives on increasing competition in every area, from telecommunications to power generation to collateralizing wholesale funding markets for banks, all bear the same ordoliberal imprint. Similarly, the consistent focus on the periphery states’ loss of competitiveness and the need for deep wage and cost reductions therein, while the role of surplus countries in generating the crisis is utterly ignored, speaks to a deeply ordoliberal understanding of economic management. Savers, after all, cannot be sinners. Similarly, the most recent German innovation of a constitutional debt brake (Schuldenbremse) for all EU countries regardless of their business cycles or structural positions, coupled with a new rules-based fiscal treaty as the solution to the crisis, is simply an ever-tighter ordo by another name. If states have broken the rules, the only possible policy is a diet of strict austerity to bring them back into conformity with the rules, plus automatic sanctions for those who cannot stay within the rules. There are no fallacies of composition, only good and bad policies. And since states, from an ordoliberal viewpoint, cannot be relied upon to provide the necessary austerity because they are prone to capture, we must have rules and an independent monetary authority to ensure that states conform to the ordo imperative; hence, the ECB. Then, and only then, will growth return. In the case of Greece and Italy in 2011, if that meant deposing a few democratically elected governments, then so be it. The most remarkable thing about this ordoliberalization of Europe is how it replicates the same error often attributed to the Anglo-American economies: the insistence that all developing states follow their liberal instruction sheets to get rich, the so-called Washington Consensus approach to development that we shall discuss shortly. The basic objection made by late-developing states, such as the countries of East Asia, to the Washington Consensus/Anglo-American idea “liberalize and then growth follows” was twofold. First, this understanding mistakes the outcomes of growth, stable public finances, low inflation, cost competitiveness, and so on, for the causes of growth. Second, the liberal path to growth only makes sense if you are an early developer, since you have no competitors—pace the United Kingdom in the eighteenth century and the United States in the nineteenth century. Yet in the contemporary world, development is almost always state led.
Mark Blyth (Austerity: The History of a Dangerous Idea)