A Quote by P. J. O'Rourke

Predicting innovation is something of a self-canceling exercise: the most probable innovations are probably the least innovative. — © P. J. O'Rourke
Predicting innovation is something of a self-canceling exercise: the most probable innovations are probably the least innovative.
Leapfrog innovation - consistent, constant, ridiculous leapfrog innovation - only happens within a dictatorship. Any time you try to do something really innovative, most people aren't going to understand it until after they experience it. So when you're developing in innovation, you have to be a dictator.
It's the unlikely juxtaposition of creativity and logic which causes the wooliness and confusion around the term 'innovation'. Everybody wants to be innovative; many companies and ideas are proclaimed to be innovative and no one doubts that innovation is a money spinner. And, thus, we are all looking for the magic formula. Well, here you go: Creativity + Iterative Development = Innovation.
What we should do is require or at least permit innovators to license their green innovations free of charge in exchange for public payments based on the impact this innovation has on the environment - emissions averted or something of this sort.
The term 'innovative' or 'innovation' is often vague or ambiguous. But in our definition, innovation means to make something which people think impossible possible.
It's very dangerous to invent something in our times; ostentatious men of the other world, who are hostile to innovations, roam about angrily. To live in peace, one has to stay away from innovations and new ideas. Innovations, like trees, attract the most destructive lightnings to themselves.
The best innovations - both socially and economically - come from the pursuit of ideals that are noble and timeless: joy, wisdom, beauty, truth, equality, community, sustainability and, most of all, love. These are the things we live for, and the innovations that really make a difference are the ones that are life-enhancing. And that’s why the heart of innovation is a desire to re-enchant the world.
If you look at the history of innovation, the innovations coming through the defence department have been some of the most important innovations ever. Little things like drones, sensors, and the Internet of Things are defence-type initiatives, but the big one is the Internet itself.
Sustaining innovation is the lifeblood of any enterprise. It is the time when we capitalize upon, and recover from, all the disruptive change prior. Most of the operating profits in the world come from sustaining innovation. Much of the market capitalization gains, on the other hand, come from disruptive innovations.
Stealing something from Apple is the most innovative way to be seen as an innovative, digital-first company.
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.
There are three types of innovations that affect jobs and capital: empowering innovations, sustaining innovations and efficiency innovations.
Because the process of innovation often relies heavily on the combining and recombining of previous innovations, the broader and deeper the pool of accessible ideas and individuals, the more opportunities there are for innovation.
Your innovation can create new winners and losers; or at the very least, make existing companies look fresh and innovative by partnering with you. Everyone wants to align with market makers.
If a company truly wants to resolve the innovator's dilemma, it does need to be able to create wave after wave of disruptive innovation. And those disruptive innovations will typically grow to the point where they do cause some pain for leading companies. But most disruptive innovations create substantial new growth before they cause that pain.
The genius of capitalism lies in its ability to make self-interest serve the wider interest. The potential of a big financial return for innovation unleashes a broad set of talented people in pursuit of many different discoveries. This system, driven by self-interest, is responsible for the incredible innovations that have improved so many lives.
Intellectual-property rules are clearly necessary to spur innovation: if every invention could be stolen, or every new drug immediately copied, few people would invest in innovation. But too much protection can strangle competition and can limit what economists call 'incremental innovation' - innovations that build, in some way, on others.
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