A Quote by Baba Kalyani
The emphasis on innovation and technology in our companies has resulted in a few of them establishing global benchmarks in product design and development, manufacturing practices and human resource capabilities. However, there is no room for complacency.
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Companies selling a product play down its vulnerability and emphasize its robustness. But only after technology leaves the dock is it really tested. For human operators in control of a supposedly infallible system, complacency and overconfidence can take over, and caution may be thrown to the wind.
It's important that we regularly reconsider, revise, and expand our practices, as our capabilities and needs evolve, both to strengthen our understanding of them and to promote our awareness of new practices and their conscientious uses.
Building on our successful partnership, we can now bring together the best of Microsoft's software engineering with the best of Nokia's product engineering, award-winning design, and global sales, marketing and manufacturing.
The personal computer was a disruptive innovation relative to the mainframe because it enabled even a poor fool like me to have a computer and use it, and it was enabled by the development of the micro processor. The micro processor made it so simple to design and build a computer that IB could throw in together in a garage. And so, you have that simplifying technology as a part of every disruptive innovation. It then becomes an innovation when the technology is embedded in a different business model that can take the simplified solution to the market in a cost-effective way.
Most innovation is not done by research institutes and national laboratories. It comes from manufacturing - from companies that want to extend their product reach, improve their costs, increase their returns. What's very important is in-house research.
Technology is driving the innovation. Technology is driving the creativity. Technology and the use of that is going to determine our workers' ability to compete in the 21st century global marketplace.
Despite global economic concerns, other nations are continuing to push forward and invest in their space capabilities. A U.S. withdrawal from the industry will only allow others to surge in their own capabilities, potentially impacting our national security and technology competitiveness in the future.
I will continue to focus on global strategy and to do everything I can to help Yahoo! realize its full potential and enhance its leading culture of technology and product excellence and innovation.
The key to industrial leadership is technology and design; of the two, technology is quantifiable and design is not. Technological improvements might make your product worth another $20. If you design something beautiful, what is that worth? It's worth whatever people will pay for it.
We need strategic strength for our industry, technology and innovation, a sense of security for our European citizens and common foreign and security capabilities to defend our interests.
Our emphasis on science has resulted in an alarming rise in world populations, the demand and ever-increasing emphasis of science to improve their standards and maintain their vigor. I have been forced to the conclusion that an over-emphasis of science weakens character and upsets life's essential balance.
When I am there at our global product development centers, I am meeting with the design team and reviewing design work being done there and meeting with engineers responsible for work being done specific to that region, meeting with purchasing team.
Generally, the technology that enables disruption is developed in the companies that are the practitioners of the original technology. That's where the understanding of the technology first comes together. They usually can't commercialize the technology because they have to couple it with the business model innovation, and because they tend to try to take all of their technologies to market through their original business model, somebody else just picks up the technology and changes the world through the business model innovation.
There's so much innovation going on, and there are lots of people funding that innovation, but there's very little innovation on that infrastructure for innovation itself, so we like to do that ourselves to help companies create more tech companies.
Too many companies believe that all they must do is provide a 'neat' technology or some 'cool' product or, sometimes, just good, solid engineering. Nope. All of those are desirable (and solid engineering is a must), but there is much more to a successful product than that: understanding how the product is to be used, design, engineering, positioning, marketing, branding-all matter. It requires designing the Total User Experience.
You incubate a product in an atmosphere where that product is best incubated. So, for example, we incubated our electric scooter in California. Because it's low-volume manufacturing but high-intelligence, intensive manufacturing, we are starting in Michigan.
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