The things that inform student culture are created and controlled by the unseen culture, the sociological aspects of our climbing culture, our 'me' generation, our yuppie culture, our SUVs, or, you know, shopping culture, our war culture.
So, I think the output of our innovation is great. We have a culture of self-improvement. I know we can continue to improve. There is no issue. But at the same time, our absolute level of output is fantastic.
The lifeblood of our business is that R&D spend. There's nothing that flows through a pipe or down a wire or anything else. We have to continuously create new innovation that lets people do something they didn't think they could do the day before.
Our combination of great research universities, a pro-risk business culture, deep pools of innovation-seeking equity capital and reliable business and contract law is unprecedented and unparalleled in the world.
Creative experimentation propels our culture forward. That our stories of innovation tend to glorify the breakthroughs and edit out all the experimental mistakes doesn't mean that mistakes play a trivial role. As any artist or scientist knows, without some protected, even sacred space for mistakes, innovation would cease.
We often read the Bible as if it were fundamentally about us: our improvement, our life, our triumph, our victory, our faith, our holiness, our godliness.
So often, we leave the selfless side of ourselves for nights and weekends, for our charity work. It is our duty to inject that into our day-to-day business, into the work that we do, to improve corporations, to improve civil society, and to improve government.
From the beginning, we have fostered a culture that embraces our entrepreneurial spirit and values innovation that puts our customers first.
Yes, the Bible should be taught in our schools because it is necessary to understand the Bible if we are to truly understand our own culture and how it came to be. The Bible has influenced every part of western culture from our art, music, and history, to our sense of fairness, charity, and business.
We undertook a huge internal transformation to sharpen our customer focus, step up innovation, improve productivity to ensure competitiveness, change our culture, and simplify our ways of working so that our size and scale became a competitive advantage rather than a bureaucratic hangover after years of diversification.
Our philosophy is that we want to be an ecosystem. Our philosophy is to empower others to sell, empower others to service, making sure the other people are more powerful than us. With our technology, our innovation, our partners - 10 million small business sellers - they can compete with Microsoft and IBM.
Once we begin to feel deeply all the aspects of our lives, we begin to demand from ourselves and from our life-pursuits that they feel in accordance with that joy which we know ourselves to be capable of. Our erotic knowledge empowers us, becomes a lens through which we scrutinize all aspects of our existence, forcing us to evaluate those aspects honestly in terms of their relative meaning within our lives. . . .
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.
Both SOPA and PIPA are toxic. My view is that anyone who supports these bills either doesn't understand what they are supporting or is simply no friend of innovation. And, if you are no friend of innovation, I can't support you in any way, as innovation is the lifeblood of our economy, our country, and what I've dedicated my life to.
Our approach to continuously investing in the scales and capabilities of our people helps us meet the needs of our clients and enhances our ability to attract the very best talent in our industry.
All leading brands started with and still possess the DNA of innovation and creativity, but it is often limited to one or two areas such as design or engineering. For a company to prosper, it must inject this innovative spirit into every aspect of the business.