A Quote by Steven Sinofsky
From a product development perspective, choosing whether a technology is disruptive at a potential moment is key.
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Business development is a part of M&A - we identify signals in the market, whether its trends or disruptive technology, and bring them back and address the opportunities. I have three levers I can pull - partnerships, acquisitions, or investments.
Rural technology is moving from kind of the back office to where everything, every company - sales, marketing, customer acquisition, new product development, media - all industries are becoming technology industries. And it's not information technology: it's business technology.
The personal computer was a disruptive innovation relative to the mainframe because it enabled even a poor fool like me to have a computer and use it, and it was enabled by the development of the micro processor. The micro processor made it so simple to design and build a computer that IB could throw in together in a garage. And so, you have that simplifying technology as a part of every disruptive innovation. It then becomes an innovation when the technology is embedded in a different business model that can take the simplified solution to the market in a cost-effective way.
The mistake that makes launching a venture expensive is when you try to make a disruptive technology so good that it can compete on a quality basis with an established product.
Since its inception, HCL's core focus area has been technology and product development, and hence, we continued to remain in the high end of technology throughout the '90s.
It is you who are choosing, in any moment, to be happy or choosing to be sad, or choosing to be angry, or forgiving, or enlightened, or whatever. You are choosing.
For millennials especially, mobility has become a key factor in selecting a potential career path and in choosing an appropriate employer.
The team was unbelievable, and Dropbox was a really easy, simple-to-use product. Both Aditya and I believe this is the technology company we want to be working at now, and it has the potential to be the next big technology company.
Bitcoin is both disruptive from a technology perspective, but there's a tremendous power of social good behind it. So you can both build a cool business or have a great investment return, and there's the promise of potentially improving the remittance industry or banking the unbanked.
I think the Internet is a key driver of opening up opportunities, which impacts many things, including development - I will repeat that I am not a fan of looking at technology or the Internet in Africa through the lens of development - we love the Internet for sake of the Internet.
At the beginning of almost every industry, the available products and services are so expensive to own and complicated to use that only people with a lot of money and a lot of skill have access to them. A disruptive technology is an innovation that simplifies the product and makes it so affordable that a whole new population of people can now have one and use it at the beginning for simple applications, and then it improves to the point that it makes the old technology obsolete.
Our perspective is what holds the key to whether the solution is ordinary or extraordinary.
The key to industrial leadership is technology and design; of the two, technology is quantifiable and design is not. Technological improvements might make your product worth another $20. If you design something beautiful, what is that worth? It's worth whatever people will pay for it.
I wanted to make sure that this be the first scientific and technology revolution in history in which the public thoroughly discussed all the potential benefits and all the potential harms, in advance of the technology coming online and running its course.
When you build a product, you make a lot of assumptions about the state of the art of technology, the best business practices, and potential customer usage/behavior.
If there is genuine potential for growth, build capacity in advance of demand, as a strategy for creating demand. Hold the vision, especially as regards assessing key performance and evaluating whether capacity to meet potential demand is adequate.
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