A Quote by Dan Kaminsky

Software tends not to kill people, and so we accept incredibly fast innovation loops because the consequences are tolerable and the results are astonishing. — © Dan Kaminsky
Software tends not to kill people, and so we accept incredibly fast innovation loops because the consequences are tolerable and the results are astonishing.
Even though I teach with 35mm, my method takes people by surprise, because it isn't fast, and it isn't about hardware or software, or even great results. It's about great process.
Although the most advanced software innovation may take place in big cities with research universities, there is a lot of work concerning the application of software to business processes and the administration and maintenance of software systems that can be done remotely.
Culture is so incredibly important because it is the foundation for all future innovation. People with passion can change the world.
Software innovation, like almost every other kind of innovation, requires the ability to collaborate and share ideas with other people, and to sit down and talk with customers and get their feedback and understand their needs.
If an innovative piece of software comes along, Microsoft copies it and makes it part of Windows. This is not innovation; this is the end of innovation.
Knitting is formed by a series of loops pulled through loops to the end of time or to 'desired length'. By picking up loops and working in the opposite direction you are really picking up the concavities between the loops, and it is sheer unexpected witchcraft that stocking stitch and garter stitch will permit such an anomaly. Be grateful for this and don't expect anymore.
We tend to think that, in a traditional organisation, people are producing results because management wants results, but the essence of a high-quality organisation is people producing results because they want the results. It's puzzling we find that hard to understand, that if people are really enjoying, they'll innovate, they'll take risks, they'll have trust with one another because they are really committed to what they're doing and it's fun
Because its purpose is to create a customer, the business enterprise has two - and only these two — basic functions: marketing and innovation. Marketing and innovation produce results; all the rest are 'costs'.
Innovation tends to be quite siloed in most organizations. There is usually a group over in one corner charged with innovation rather than making it everyone's responsibility.
People think unless you have loops and electronics and so on, you must be in your 50s. I quite like a lot of things that have loops and sequencers, but I couldn't really be bothered.
You just have to change. To be successful, what you have to do is have an acceptance of risk and you have to be pretty explicit about that, because if you don’t accept risk, you don’t get any innovation. And that means part of risk is you have to accept failure because not everything works.
Shareware tends to combine the worst of commercial software with the worst of free software.
And if we can accept that a mother can kill her own child, how can we tell other people not to kill one another?
Software patents are dangerous to software developers because they impose monopolies on software ideas.
You may do as you wish without fear of retribution. It may serve you, however, to be aware of consequences. Consequences are results. Natural outcomes. These are not at all the same as retributions, or punishments. Outcomes are simply that. They are what results from the natural application of natural laws. They are that which occurs, quite predictably, as a consequence of what has occurred.
When you prohibit failure, you kill innovation. If you kill innovation in fundraising, you can't raise more revenue. If you can't raise more revenue, you can't grow. And if you can't grow, you can't possibly solve large social problems.
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