A Quote by Sohrab Vossoughi
The companies that get innovation right, again and again, are the ones that feel what their customers feel. That is true user-centered innovation
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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.
Companies have too many experts who block innovation. True innovation really comes from perpendicular thinking.
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.
The top principle for disruptive and sustaining innovation is that it has to have a laser focus on customers. Innovation begins with their needs and expectations.
Signs usually come in threes. The same book is recommended to you several times within the space of a day, for example. You overhear someone mention the same company three times in a week. Or, you get the same feeling again and again. Notice your feelings. Again, true divine guidance feels safe, even if it does feel intimidating. False guidance feels edgy, shaky - like you're sneaking under the wire. It doesn't feel right.
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.
There is this group of people who love innovation. Those people want to innovate, and they think the Internet is a wonderful tool for innovation, which is true. But you also have to remember that much of that innovation is constrained within the realities of the foreign policy.
One of the banes of successful innovation is that companies may be so committed to innovation that they will give the innovators a lot of money to spend.
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.
History repeats itself again, I guess. The rate of innovation is so high in our industry that if you don't innovate at that speed you can be replaced pretty quickly. The user interface on the iPhone, with all due respect for what this invention was all about, is now five years old.
The greatest challenge to most innovation centers around the world is many nations' punitive attitudes towards failure. In most of the world, if your first business fails, no one will work with you again. But, trial and error is the genesis of innovation.
Creativity and innovation are something you can’t flowchart out. Some things you can, and we do, and we’re very disciplined in those areas. But creativity isn’t one of those. A lot of companies have innovation departments, and this is always a sign that something is wrong when you have a VP of innovation or something. You know, put a for-sale sign on the door.
In general, the questions that are on our mind are the same questions that have been driving our work over the past decade. How do we bring order to this messy, unpredictable world of innovation? How can we dramatically improve the chances of creating a successful new-growth business? How can we do this again and again? More specifically, it has become very clear that the fundamental paradigms of market segmentation and branding are badly broken - and we're working on developing more useful theories for these dimensions of innovation.
The school at which you studied - design school, disruptive school, TRIZ school, user-centered innovation school, etc - determines the specific words you use.
Clever derivatives broke dozens of companies. It killed them. Bankrupt. We don't need these kinds of innovation in finance. It's OK to be boring in finance. What we want is innovation in widgets.
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