A Quote by Lynne Doughtie

The most forward-leaning leaders are single-minded about creating company cultures that foster a true spirit of innovation. — © Lynne Doughtie
The most forward-leaning leaders are single-minded about creating company cultures that foster a true spirit of innovation.
There's always been a lot of interest in the tech community about how to foster innovation and creativity - both within a company but also in the ecosystem of a tech cluster. In both cases, creating opportunities for people who don't encounter each other normally to meet and talk is key.
Level 5 leaders are differentiated from other levels of leaders in that they have a wonderful blend of personal humility combined with extraordinary professional will. Understand that they are very ambitious; but their ambition, first and foremost, is for the company's success. They realize that the most important step they must make to become a Level 5 leader is to subjugate their ego to the company's performance. When asked for interviews, these leaders will agree only if it's about the company and not about them.
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.
Cultivating innovative thinking starts at the top. Leaders can foster a culture of innovation by encouraging creativity and experimenting with new ideas.
I dismiss personal profit and focus exclusively on people and planet. That's what I call social business: a nondividend company dedicated to solving human problems. You can go all the way, forgetting about personal profit, being single-minded about solving problems. The company makes profit, but profit stays with the company.
With breathtaking rapidity, we are destroying all that was lovely to look at and turning America into a prison house of the spirit. The affluent society, with relentless single-minded energy, is turning our cities, most of suburbia and most of our roadways into the most affluent slum on earth.
When a change initiative is focused on changing a company's culture directly, it can take five to ten years to accomplish its objective. Company cultures don't change easily. My friend Peter Drucker used to argue that company cultures don't change at all.
For almost 100 years, The Walt Disney Company has had a variety of leaders. Even though it has been hard for some of these leaders to maintain their focus, the Company has been successful in remaining true to Walt's original direction to create the finest in family entertainment.
Distinguish open-minded people from closed-minded people. Open-minded people seek to learn by asking questions; they realize that what they know is little in relation to what there is to know and recognize that they might be wrong. Closed-minded people always tell you what they know, even if they know hardly anything about the subject being discussed. They are typically made uncomfortable by being around those who know a lot more about a subject, unlike open-minded people who are thrilled by such company.
Yahoo was Jerry Yang's baby. He did a great job creating the baby. Unfortunately, some of the key executives after the foundation of the company couldn't keep up with the technology innovation of the industry. They thought that Yahoo should become a media company.
Most cultures believe, and most religions believe, that there is a spirit, there is a soul, there is something that happens when we die where this spirit leaves our body.
By leaning on companies, by leaning on infrastructure providers, by leaning on researchers, graduate students, post-docs, even undergrads, to look at the challenges having an untrusted internet, where we have to put our communications on wires that are owned by a phone company that we can't trust, that's working in collaboration with a government that we can't trust, in areas around the world, we can restructure that communications fabric in a way that it's encrypted.
The paradox of innovation is this: CEO's often complain about lack of innovation, while workers often say leaders are hostile to new ideas.
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.
Engineering talent is the most precious resource for any technology company - Palantir and Addepar are successful first and foremost because of their top tech cultures, and the same is true for our best portfolio companies at 8VC.
Compliance does not foster innovation, trust does. You can't sustain long-term innovation, for example, in a climate of distrust.
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