Quotes

"When most people have a problem, they stop with the first right answer they find. That approach is fine for certain problems — mathematical ones come to my mind. But most problems have a variety of answers, and if you stop looking after you find an answer, then all the good alternatives will go undiscovered. But if you look for the second, and third, and fifth right answer, you are more likely to get some good creative alternatives."

Roger von Oech

Creative Think

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"The first task of any theory is to clarify terms and concepts that are confused... Only after agreement has been reached regarding terms and concepts can we hope to consider the issues easily and clearly and expect to share the same viewpoint."

Karl Von Clausewitz

(1780-1831)

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"There is only one valid definition of business purpose: to create a customer."

Peter Drucker

studymarketing.org

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"Technology changes, humans don't."

Deborah Schultz

deborahschultz.com

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"Old marketers behave as hunters with their sights on unsuspecting me. New marketers behave as farmers, focusing on sustainability, feeding, attention and care."

Seth Godin

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"The globe has been turned into a village by electronic media."

Unknown

Please let me know if you know who said this!

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It's not about being poked or prodded, it's about exposing more surface area for others to connect with."

Johnnie Moore

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We are currently preparing students for jobs that don't yet exist, using technologies that haven't been invented in order to solve problems we don't even know are problems yet."

Unknown

Please let me know if you know who said this!

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"In the field of innovation this theme is of central importance. It is clear from a wealth of psychological research that every human being comes with the capability to find and solve complex problems, and where such creative behavior can be harnessed amongst a group of people with different skills and perspectives extraordinary things can be achieved."

Joe Tidd and John Bessant

Managing Innovation, Wiley Press

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"Competing head-to-head can be cutthroat, especially when markets are flat or growing slowly. Managers caught in this kind of competition almost universally say they dislike it and wish they could find a better alternative. They often know instinctively that innovation is the only way they can break free from the pack. But they simply don’t know where to begin. Admonitions to develop more creative strategies or to think outside of the box are rarely accompanied by practical advice."

Chan Kim and Renee Mauborgne

Harvard Business Review

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"Whereas a calculator on the ENIAC is equipped with 18,000 vacuum tubes and weights 30 tons, computers in the future may have only 1,000 vacuum tubes and perhaps weight only 1.5 tons."

Popular Mechanics, March 1949

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"Innovation consists of the technological, managerial, and social processes through which a new idea or concept is first reduced to practice in a culture. Discovery is the initial observation of a new phenomenon. Invention provides the first verification that a real problem can be solved in a particular way. Diffusion spreads proved innovation broadly within an enterprise or society. All are necessary to create new value."

James Brian Quinn and Jordan Baruch

MIT Sloan Management Review

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“After studying more than thirty successful attackers, I believe that the simple answer is that they broke the rules of the game in their industry. The common element in all the successful attacks is strategic innovation. Significant shifts in market share and fortunes occur not because companies try to play the game better than the competition but because they change the rules of the game.”

Constantinos Markides

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“It is not that managers in big companies can’t see the disruptive changes coming. Usually they can. Nor do they lack the resources to confront them. Most big companies have talented managers and specialists, strong product portfolios, first-rate technological know-how, and deep pockets. What managers lack is a habit of thinking about their organization’s capabilities as careful as they think about individual people’s capabilities.”

Clayton Christensen

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“Management research confirms that innovative firms – those that are able to use innovation to improve their processes or to differentiate their products and services – outperform their competitors, measured in terms of market share, profitability, growth or market capitalization. However, the management of innovation is inherently difficult and risky: most new technologies fail to be translated into products and services, and most new products and services are not commercial successes. In short, innovation can enhance competitiveness, but it requires a different set of management knowledge and skills from those of everyday business administration.”

Joe Tidd and John Bessant

Managing Innovation - Wiley Press