A Quote by Doug McMillon
The role of innovation inside the company is so important. That's how we get growth, and there's no way to drive innovation without learning and change.
Related Quotes
I think innovation as a discipline needs to go back and get rethought and revived. There are so many models to talk about innovation, there are so many typologies of innovation, and you have to find a good innovation metric that truly captures the innovation performance of a company.
Rapid innovation is the cure for the ills we face, but because innovation is difficult and susceptible to failure, we might need to rethink the way we approach innovation and how we drive it through our companies.
Ambition without knowledge is like a boat on dry land -movie - Karate kid"What is the calculus of innovation?" "The calculus of innovation is really quite simple: knowledge drives innovation, innovation drives productivity, productivity drives our economic growth."
Innovation is not a big breakthrough invention every time. Innovation is a constant thing. But if you don't have an innovative company [team], coming to work everyday to find a better way, you don't have a company[team]. You're getting ready to die on the vine. You're always looking for the next innovation, the next niche, the next product improvement, the next service improvement. But always trying to get better.
Innovation is doing something in a different way, but it also has a subtext: When there's an established way, and that way is considered the best practice and how it's traditionally been done, innovation comes by and says 'Let's try a different approach.' It doesn't need to be big or company-wide - it could be a single thing.
You need to run the company on an even keel, and you need to be thinking about the company long-term and how to drive your next innovation.
I discovered that the best innovation is sometimes the company, the way you organize a company. The whole notion of how you build a company is fascinating." Steve Jobs
Innovation is the fuel for growth. When a company runs out of innovation, it runs out of growth.
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.
I believe in innovation and that the way you get innovation is you fund research and you learn the basic facts.
Politicians know that structural reforms - to increase competition, foster innovation, and drive institutional change - are the way to tackle structural impediments to growth. But they know that while the pain from reform is immediate, gains are typically delayed and their beneficiaries uncertain.
At the core, Philips is an innovation company. And for innovation to work, you need to look for the unmet needs.
An established company which, in an age demanding innovation, is not able to innovation, is doomed to decline and extinction.
Implementing any major changes to the way companies operate requires time and determination and the shift to globally integrated innovation is no exception - it calls for new capabilities to be built, changes in the structure of the innovation organization, new systems, processes and mindsets. The scope and scale of this task shouldn't prevent executives from starting down the path of change as the systemic nature of innovation activities means that every single element of change that's brought about will make a difference.
I have always been interested in innovation but I was never able to find innovation inside of disciplinary boundaries.
If you want the best things to happen in corporate life you have to find ways to be hospitable to the unusual person. You don't get innovation as a democratic process. You almost get it as an anti-democratic process. Certainly you get it as an antithetical process, so you have to have an environment where the body of people are really amenable to change and can deal with the conflicts that arise out of change an innovation.
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