Confidence in the human capacity for problem solving, for invention, for innovation.
The church is like any large corporation in one respect. In its early days, either the early church or the early years of Microsoft, you see all kinds of creativity, innovation, invention, people have nothing to lose, they're trying to find what works. Then you wake up and you're a vast enterprise, and it's very hard, when you have all kinds of buildings and structures and hierarchy and so on, to hang on to these very creative impulses that helped you get your great success in the first place. As a church we're going to have to figure a way out from under this.
Technology enables consumers and investors to have extraordinary choice and ease of switching, which, in turn, stimulates much fiercer competition than ever before, which, in turn, makes it imperative for every institution to innovate like mad. That innovation is powering our economy these days, and it requires companies to find and utilize creative workers. That's the most important syllogism going; technology is embedded in that syllogism, but it's not as if we're seeing these productivity gains because of the technology.
It's very hard to establish an economy of trustworthiness. The key is continuing to innovate and to keep your customers through innovation, because the customers can leave. But once you are a dominant player that continues to innovate and provide a good deal, customers will stay with you.
The industrial leader of the 20th century was a system-builder. He was a visionary in terms of what could be built; got the capital together; certainly convinced investors that it was possible; and then ran a high-volume production system that would spew out a vast array of almost identical goods and services. They would be changed from time to time; there was research and development, to be sure. But the system was built around production, not innovation.
We can't have extraordinary dynamism, innovation, and change in the economy and expect to have predictability and stability in our personal lives. It's not as if there are these big, giant institutions existing between us and the economy. In fact, these institutions have become tissue-thin. There is no mediation anymore. We are the economy; the economy is us.
The economy in the next 20 to 25 years is going to change more than they did in the last 20, 25 years. And that's because exponential trends are affecting a bigger and bigger share of the economy. So we have some huge disruptions in store, and I can't predict exactly what the innovations are going to be. If I did, I would have already invented them. But I think they'll be comparable to the innovations we saw in the past 20, 25 years if not greater.
The beauty industry is always led by innovation. When you think about over the past three or four years, some of the best innovation in our industry has come from Korea.
It's nice for me to have a ballet as a kind of platform for creativity, because unlike modern dance or contemporary dance or downtown dance, ballet is formalized, and there's something orthodox about it that I like. I like that there's less emphasis on subversion and innovation. I actually think that my musical vernacular or my musical voice is also less inclined toward innovation and subversion. I think I'm a traditionalist.
The retail real estate industry is an integral part of building communities, fueling economies and inspiring innovation. Shopping centers and malls always have been a central gathering place for the community. They help to create and anchor vibrant civic spaces, providing an essential public place between work and home and a dynamic marketplace for commerce.
Innovation, sending civilians to outer space, mapping the mind, curing cancer - all these things, they're great. Obviously these same companies are also making a lot of money and accumulating a lot of our data at the same time, which seemed like independent things and one is beneficial and one is problematic for us as individuals, but in the rush of the new I think a lot of the philosophical, ethical, moral, and legal questions don't get asked in time. It's not in our nature to pause, sit, meditate, question, debate. We move forward. Technology generally answers itself with more technology.
Without design thinking, the only sane response to a problem is to make a smaller, "safer" move. Smaller moves don't get you very far. They key is to let out the leash on imagination, but not take it off the leash. Imagination is the only path to innovation. It's a good example of something that humans do better than machines.
Business today is all about improvisation, which is the essence of jazz. Perhaps in the past we could just follow the operating manual and do what we were told, but today the world is too complex and fast. Today it's all about real-time innovation and creativity. Individuals may get hired based on their resumes, but they'll get promoted and reach their dreams based on their ability to create. In that context, being a jazz musician was the best MBA I could have ever received.
In 2008 we suffered an economic catastrophe, and the rules of the game fundamentally changed forever. A few years ago, you might hear a leader talking about doing things "the way we've always done it." No more. Today, nearly every industry is in the midst of massive upheaval. Today, we live in a world of dizzying speed, exponential complexity, and ruthless competition. Leaders today realize they need to innovate, and their chief concerns now focus on fostering creative and innovation within their organizations.
Innovation is a subset of creativity. Innovation often deals with product launches and is often relegated to the C-suite or to heads of R&D departments. Innovation requires creativity, but creativity is something that is much more broad. It applies to people at all levels of an organization. Today, we all are responsible for delivering "everyday creativity". Small creative acts that add up to big things.
In the business world, there are systems and processes for just about everything else. Yet creativity and innovation, arguably THE most important aspects of progress, are often left to happen by chance. The system provides a scaffolding for creative support and exploration, yet is open enough to avoid curbing creativity or outputting cookie-cutter solutions.
Most people believe a new idea must be fully baked and ready-for-primetime. That is like saying a newborn child should have a college degree and be self-sustaining on day one. Like children, new ideas need to be nurtured, shaped, and protected. People often hold back ideas since they are not ready to defend sharp criticism. Companies that celebrate "creative sparks" and reserve judgment while ideas mature are the ones that enjoy significantly more creativity and innovation.
I love innovation, I love competing. I hate my competitors. You cannot be in the world of business when you don't have this consciousness of winning.
Startups think globally so as minister for digital affairs and innovation I do so too and strive to show the entire world how strong French tech is.
The United States is the nation of innovation. And we have the best innovators, really, in the world. Our international property is one of our huge national economic assets. Yes, so to the extent that some are seeking to infiltrate our network, steal that information, not to have invest in the research and development that goes into innovation, that's a really big deal.
If you have a strong business idea, then it is comparatively easy now to get capital. It is a positive thing that increasingly more people want to join the startup bandwagon. However, to build a successful business, focus on creating more value through the product, and direct your efforts on solving real issues. If you manage to build a sustainable product, revenue will follow. A lot of startups fail because they concentrate on incremental innovations, increasing user base, and monetisation before strengthening the core of their business.
Creative innovation requires knowing something. You can't just be a monkey throwing paint on a canvas. It's the 10,000-hour rule: You need to know something well enough to make something new.
Really bad people around the world, because of the genius of American innovation, use our products and infrastructure for their emails, for their communications.
I think Taiwan's economy needs an overall structural readjustment. Our new model focuses on innovation and research. This is different from our growth model in the past, which was centered on the manufacturing industry.
Canada is lucky enough to be protected both by oceans and by a southern neighbor that is very careful about its migration and its borders. So, we don't have the irregular flow that Europe has been having to deal with. But because of that, people here have seen that welcoming people, helping them to integrate, is actually a tremendous benefit to local economies. It creates jobs, innovation and opportunity. One of the things that comes with that, though, is stemming the flow of irregular migration. But you can't just create barriers - you also have to work with the countries of origin.
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