You have to trust in something - your gut, destiny, life, karma, whatever. This approach has never let me down, and it has made all the difference in my life.— Steve Jobs
Whopping Innovation And Leadership quotations
When you ask creative people how they did something, they feel a little guilty because they didn't really do it, they just saw something.
You can't blow an uncertain trumpet.
When trust is high, the dividend you receive is like a performance multiplier, elevating and improving every dimension of your organization and your life.... In a company, high trust materially improves communication, collaboration, execution, innovation, strategy, engagement, partnering, and relationships with all stakeholders.
Innovation is the process of turning ideas into manufacturable and marketable form.
When all think alike, then no one is thinking
You can't connect the dots looking forward; you can only connect them looking backwards.
Conflict is the primary engine of creativity and innovation.
People don't learn by staring into a mirror; people learn by encountering difference.
Australia has got some of the best sports people in the world, but we've also got some of the best scientists and innovators too, and that needs to be celebrated more.
Don't worry about people stealing your ideas.
I dream of things that are not and ask why not.
Exploration is the engine that drives innovation.
Innovation drives economic growth. So let's all go exploring.
All human development, no matter what form it takes, must be outside the rules;
otherwise we would never have anything new.
The led must not be compelled; they must be able to choose their own leader.
Seeing what is wrong and how it could be made right propels us into action, but in that action we often leave other people behind and don't give ourselves enough time to be present, or to stop and reflect. Leaders have to get comfortable with pausing in that uncomfortable gap.
It's not about money. It's about the people you have, how you're led, and how much you get it.
The achievement of excellence can only occur if the organization promotes a culture of creative dissatisfaction.
All lives have equal value. And so you say, 'why do poor children die when other children don't? Why do some people have enough nutrition or reasonable toilets and other people don't?' So those basic needs that, through innovation, actually it's very affordable to bring them...to everyone.
Those who try to lead the people can only do so by following the mob.
Year after year after year, people write books about managing innovation or about leadership, for example, without ever going through the pain of saying, "This kind of leadership will cause this result in these circumstances and a very different result in those circumstances." This is academic malpractice of the worst kind.
The first mistake is believing that transformational initiatives can be accomplished through normal channels and means. This cannot be done because there are too many conflicting interests that are competing to impede. The second is mistaking incubation for transformation and concluding that failure to achieve escape velocity is due to lack of innovation. It never is. It is always do to lack of leadership focus and, especially, fortitude.
The United States is the most innovative country in the world.
But our leadership could slip away if we fail to properly fund primary, secondary and higher education.
Someone once said that innovation is a done idea.
I agree. I believe that creativity is the individual development and conceptualization and that innovation in an organizational sense is implementing ideas and intentions that come from that creativity. So in a sense, creativity is more a leadership function and innovation is more a managerial function.
I have a fundamental belief in the goodness and strength of the American worker.
And the American worker is the most productive, the most innovative. America is still the greatest producer, exporter and importer. I have a fundamental belief in the United States of America. And I still believe, under the right leadership, our best days are ahead of us.
In my talks in organizations around the world I ask, "What kind of leadership do we need now?" The most common responses are "adaptable," "flexible," and "innovative." This isn't surprising, in light of how fast and overwhelming is the pace of change in our world.
If we are going to out-innovate, out-compete, out-educate other countries, it's going to be women who make a difference, it's women who are going to lead the way and you know, until women get that rightful place and decision making and leadership and growth, America won't realize all her potential.
Because these firms listened to their customers, invested aggressively in new technologies that would provide their customers more and better products of the sort they wanted, and because they carefully studied market trends and systematically allocated investment capital to innovations that promised the best returns, they lost their positions of leadership.
Challenge is the opportunity for greatness.
People do their best when there is an opportunity to change how things currently stand. Maintaining the status quo facilitates mediocrity. Those who embrace this practice do not wish to rest on their laurels. They motivate others to exceed their limits and look for innovative ways to improve the organization.
Draconian limits on economic growth and on the use of the automobile should not be necessary in order to give Americans clean air at levels they are willing to pay for, but it will require significant Federal, State, and local leadership and innovative approaches from government and industry.
In every company, there is not only the active and passive sex, but, in both men and women, a deeper and more important sex of mind, namely, the inventive or creative class of both men and women, and the uninventive or accepting class.
The Congressional Budget Office is a reactionary socialist institution which does not believe in economic growth, does not believe in innovation, and does not believe in data that it has not internally generated.
I balance my natural drive for speed and impact with a counterbalancing drive for significance, innovation and sustained customer intimacy. This involves slowing down and moving from transactive management, which focuses on speed, content, accuracy and productivity, to transformative leadership, which focuses on significance, context, authenticity and purpose. This critical shift requires constant diligence, discipline and practice.
People who are not leaders automatically gravitate toward lines--limitations set by others. Many people are taught this in kindergarten when they are instructed to stay within the lines while coloring. But leaders are more creative than that. They look for options and opportunities. They try to take things in a new direction, or beyond the limit. Progress and innovation are made by people who think without lines.
The manager administers; the leader innovates. The manager has a short-range view; the leader has a long-range perspective. The manager asks how and when; the leader asks what and why. The manager has his eye on the bottom line; the leader has his eye on the horizon. The manager accepts the status quo; the leader challenges it.
These four policy prescriptions - strengthening educational opportunities, revamping immigration rules for highly skilled workers, increasing federal funding for basic scientific research, and providing incentives for private-sector R&D - should in my view be top priorities as Congress and the Administration consider how to maintain the nation's leadership in science, technology, and innovation.