We would not be enjoying those cellphones and those tablets at the price where they are had it not been for globalization, both in terms of trade and in terms of constant technological innovation.
More broadly, Prime Minister Lee [Hsien Loong] and I will work to advance the US-Singapore partnership across the board. We're committed to sustaining the dynamism of our economies with the Trans-Pacific Partnership - the highest-standard trade agreement ever - which will support trade and innovation in both our countries.
Over the past eight years, the United States has worked hard to deepen partnerships across the region and across South-east Asia in particular. We're now a part of the East Asia Summit and we have a strategic partnership with Asean. At the US-Asean Leaders Summit I hosted earlier this year in Sunnylands, California, we agreed to a set of principles that will shape the future peace and prosperity of the region, from promoting innovation and furthering economic integration to addressing transnational challenges like global health security and climate change.
Silicon Valley, after all, feeds off the existence of computers, the internet, the IT systems, satellites, the whole of micro electronics and so on, but a lot of that comes straight out of the state sector of the economy. Silicon Valley developed, but they expanded and turned it into commercial products and so on, but the innovation is on the basis of fundamental technological development that took places in places like this [MIT] on government funding, and that continues.
I think people make innovation much more complicated than it needs to be.
The school at which you studied - design school, disruptive school, TRIZ school, user-centered innovation school, etc - determines the specific words you use.
Everyone knows innovation involves developing unique understanding of a market, thinking expansively to develop a solution, and then finding a way to test rigorously and adapt quickly.
Desktop publishing was a big innovation that meant small groups or even poor societies could do their own publication without the capital investment in a major printing press. That's a big difference. Same is true of more advanced technologies - it can offer plenty of liberatory possibilities - can - but whether it does or not or whether it serves for coercion depends on socioeconomic decisions.
I've come to the conclusion that the core characteristic that separates companies that get innovation from those that don't is a simple word: curiosity.
In the early stages of innovation, your goal is to learn as much as you can as quickly as you can.
Anytime you see a constrained market, where consumption is limited to those who have special skills or are wealthy, that signals an opportunity for innovation.
One of the biggest mistakes large companies make is creating innovation teams that mirror all the functions of the core business. Those teams make no progress because they spent forever updating each other on what they are doing versus really crushing the most critical problems they need to address.
I use the term "fool's gold white space" to highlight a common problem for innovation. People see a market that doesn't exist, and assume that one should exist.
It takes a great deal of humility to recognize you have made a wrong turn on the road to successful innovation, but better to stop and try a radically different approach then to continue down the wrong route for too long.
Innovation is doubly hard inside big companies.
Not only do innovators have to deal with all of the fundamental challenges of innovation, they have to do so in an environment that often is implicitly hostile towards innovation.
In my mind, so-called "cultures of innovation" really boil down to one word: curiosity.
The CEO should ask what he or she can do to raise the organization's curiosity quotient. One way to do this is to seek to learn more about current or prospective customers, not to figure out which segmentation model to slot them into, but to really understand them as human beings. Another is to live at the intersections where innovation magic occurs.
There is a reason why George Washington is always one of the top three presidents, and it's not because of his prowess as a military leader; it's not because of the incredible innovations in policy that he introduced. It's because he knew when it was time to go.
I want us to invest in your future. That means jobs in infrastructure, in advanced manufacturing, innovation and technology, clean, renewable energy, and small business, because most of the new jobs will come from small business.
We've got unmatched talent, innovation, entrepreneurial spirit, so when we work together, we can all benefit.
I am going to bring back infrastructure jobs, advanced manufacturing jobs, clean renewable energy jobs, innovation, technology, small business.
The innovations are changing now, drastically. I remember coming to Toronto from Vancouver, and on any given night in the '70s, '80s and early '90s, everything was closed at ten o'clock. There was no drinking on Sundays. Unless you stayed at a hotel, then you could get a drink.
I know a lot of people don't like the big phone [ iPhone] because they can't use it one-handed. But I'm telling you, it is a marvel. Aside from a couple of things, it's my favorite thing that I have. It's just the absolute best. The thinking, the inventiveness, the innovation that's in these devices blows me away. It's the first thing to come along in a long time that actually makes me regret getting older. I'm now realizing the tech that I'm going to miss at some point.
We [with Neal Dodson and Corey Moosa] wanted to draw people in with a dialogue - whether it's a creative process or a social issue or innovation of some kind; whether it was how we told the stories or what stories we told. We produced some online videos.
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