This document discusses the concepts of invention, innovation, and diffusion. It begins by providing definitions of invention as the creation of a new idea or process, innovation as arranging the economic requirements to implement an invention, and diffusion as the adoption and imitation of innovations. The document then discusses the difference between invention and innovation, with innovation being the commercialization of an invention. It provides examples of innovations and discusses factors like commercial success. Overall, the document examines the concepts and relationships between invention, innovation, and diffusion.
Ten observations, provocations, and questions on design and innovation - presentation by Tim Leberecht, frog design, at Re:Publica, Berlin, April 15, 2010
Little “i” Innovation: Why Small Ideas Matter as much as Big OnesGuthrie Dolin
When it comes to design-led innovation, we love the big idea — those breakthrough inventions that signal a disruptive change. But these big ideas are rarely the result of a single moment of genius. Instead, it comes from the culmination of smaller ideas, developed over time, from the minds of many. The ideas that really stick in our fast-paced digital world are the ones that “live in beta” — embracing a culture of learning, adapting and improving everyday. In Little “i” Innovation, we will explore how the process of continual, incremental improvement has been used to develop some of the worlds most innovative and dominant consumer brands.
About our bias to simplistic black & white taxonomies, some myths of innovation, and why the only truth comes from people who have the courage to be a corporate rebel and dare to step forward in their true selves, taking personal responsibility and leadership
Think Big, Start Small, Move Fast: Digital Strategy in a Changing WorldMichael Edson
Keynote for MMEx digital strategy symposium, Randers, Denmark, August 2015. This presentation discusses the shortcomings of traditional strategy processes and suggests alternatives that emphasize speed, iteration, and a bias for action.
Ten observations, provocations, and questions on design and innovation - presentation by Tim Leberecht, frog design, at Re:Publica, Berlin, April 15, 2010
Little “i” Innovation: Why Small Ideas Matter as much as Big OnesGuthrie Dolin
When it comes to design-led innovation, we love the big idea — those breakthrough inventions that signal a disruptive change. But these big ideas are rarely the result of a single moment of genius. Instead, it comes from the culmination of smaller ideas, developed over time, from the minds of many. The ideas that really stick in our fast-paced digital world are the ones that “live in beta” — embracing a culture of learning, adapting and improving everyday. In Little “i” Innovation, we will explore how the process of continual, incremental improvement has been used to develop some of the worlds most innovative and dominant consumer brands.
About our bias to simplistic black & white taxonomies, some myths of innovation, and why the only truth comes from people who have the courage to be a corporate rebel and dare to step forward in their true selves, taking personal responsibility and leadership
Think Big, Start Small, Move Fast: Digital Strategy in a Changing WorldMichael Edson
Keynote for MMEx digital strategy symposium, Randers, Denmark, August 2015. This presentation discusses the shortcomings of traditional strategy processes and suggests alternatives that emphasize speed, iteration, and a bias for action.
To increase the efficiency of your innovation process the way to go is to implement the concept of open innovation
We present the two most important open innovation principles.
Slides presented by Prof. Rishikesha Krishnan at CIO Leadership Summit at Hotel Movenpick on April 26, 2013. It gives an overview of the book "8 steps to innovation: Going from jugaad to excellence" by Vinay Dabholkar and Rishikesha Krishnan.
My plenary speech at the inaugural UX Live London conference on October 26, 2017.
Eric Reiss
CEO and Author
4.30pm-5.15pm
Innovation vs. Best Practice – Conflict or Opportunity?
“Best practice” implies doing things in the best possible manner, based on past experience. But we like to think of ourselves as innovators in a dynamic industry – we want to go where no one has gone before. Thus, “best practice” and “innovation” are like oil and water – they don’t easily mix.
How can we, as UX professionals, balance the need for consistency that “best practice” provides, with our on-going mission to improve the quality of our products? How can we create genuine improvements – and when have we been seduced by the evil twins, Fad and Fashion?
“Innovation vs. Best Practice” explores the elements that make up these two ends of the UX spectrum. We’ll take a closer look at the popular definitions of both innovation and best practice – and discover why these are frequently inadequate, misleading, or both. Why is a “standard” not always a “best practice”? And if “invention” can be spontaneous, why is “innovation” always planned?
We’ll also examine some of the worst reasons to innovate, which are also some of the most common, plus the Japanese concept of “chindogu” – “useless innovation.” Perhaps most important of all, we’ll see how User Driven Design helps us avoid harmful innovation in comparison to the more common User Centered Design methodology.
This is the third of three presentations delivered at an innovation workshop for the Greater Tygerberg Partnership, a non-profit organisation facilitating socio-economic growth in the northern region of Cape Town, in July 2016. This particular deck looked at four innovation theories and methodologies. Like many of my presentations it requires a talking head in front to fully explain. Hopefully, when viewed with the accompanying deck on innovation theories an models, a viewer will be ale to discern the main themes and points of the workshop. (The other deck in the workshop was an introduction to the workshop).
There is a staggering amount of books on innovation, explaining what it’s all about.
In this presentation we give you exactly the opposite: 10 misconceptions on innovation.
Innovator Interview: Sandy Sanzero, Sandia National Laboratoriesfuturethink
futurethink had the pleasure of speaking with Dr. Sandy Sanzero, Manager of Robotics, Intelligent Systems, and Cybernetics at Sandia National Laboratories, a division which was spun off as a separate department of the U.S. Department of Energy’s National Nuclear Security Administration. In 1945, the forerunner of Sandia Labs was known as the ‘Z’ division of Los Alamos Laboratory. Sandia Labs received an official congressional designation as a separate National laboratory in 1979. Sandia’s mission is to develop science–based technologies that support the United States’ national security. Dr. Sanzero offers insights on the need for dynamic drifting, how innovation must happen, and why StageGate is inhibiting breakthrough innovation.
This is the second of three presentations delivered at an innovation workshop for the Greater Tygerberg Partnership, a non-profit organisation facilitating socio-economic growth in the northern region of Cape Town, in July 2016. This particular deck looked at four innovation theories and methodologies. Like many of my presentations it requires a talking head in front to fully explain. Hopefully, when viewed with the accompanying deck on innovation tools and processes, a viewer will be ale to discern the main themes and points of the workshop. (The third deck in the workshop was just an introduction to the workshop).
Innovation happen when an Idea is implemented to create an impact.
It has three element:
1. Idea
2. Implementation and
3. Impact (Profit Companies – Higher Revenue or Lower Cost and Non-Profitable Companies – Other Criteria's of measurement)
A Strategic Approach to Open Innovation - Jeffrey Phillips★ Tony Karrer
In this session, Jeffrey Phillips examines the critical questions you should ask as you establish an open innovation framework: which technologies or ideas? Which partners and how many? Which methods? By taking a strategic approach to open innovation, you’ll find the right ideas or partners more effectively, and you’ll accelerate new products to market more quickly.
An analysis of the common characteristics of 35 innovators who has been chosen by Harvard, to know what are the common traits they possess so they became successful.
Innovation at Israel Mobile Monetization SummitEric Reiss
Everyone talks about innovation. But what is it? Everyone is developing apps. But will they gain traction in the marketplace? We all want to monetize our creations, but is there a recipe for success?
Perhaps there is. And I presented a new model for evaluating our work at the Mobile Monetization Summit in Tel Aviv in December 2013
To increase the efficiency of your innovation process the way to go is to implement the concept of open innovation
We present the two most important open innovation principles.
Slides presented by Prof. Rishikesha Krishnan at CIO Leadership Summit at Hotel Movenpick on April 26, 2013. It gives an overview of the book "8 steps to innovation: Going from jugaad to excellence" by Vinay Dabholkar and Rishikesha Krishnan.
My plenary speech at the inaugural UX Live London conference on October 26, 2017.
Eric Reiss
CEO and Author
4.30pm-5.15pm
Innovation vs. Best Practice – Conflict or Opportunity?
“Best practice” implies doing things in the best possible manner, based on past experience. But we like to think of ourselves as innovators in a dynamic industry – we want to go where no one has gone before. Thus, “best practice” and “innovation” are like oil and water – they don’t easily mix.
How can we, as UX professionals, balance the need for consistency that “best practice” provides, with our on-going mission to improve the quality of our products? How can we create genuine improvements – and when have we been seduced by the evil twins, Fad and Fashion?
“Innovation vs. Best Practice” explores the elements that make up these two ends of the UX spectrum. We’ll take a closer look at the popular definitions of both innovation and best practice – and discover why these are frequently inadequate, misleading, or both. Why is a “standard” not always a “best practice”? And if “invention” can be spontaneous, why is “innovation” always planned?
We’ll also examine some of the worst reasons to innovate, which are also some of the most common, plus the Japanese concept of “chindogu” – “useless innovation.” Perhaps most important of all, we’ll see how User Driven Design helps us avoid harmful innovation in comparison to the more common User Centered Design methodology.
This is the third of three presentations delivered at an innovation workshop for the Greater Tygerberg Partnership, a non-profit organisation facilitating socio-economic growth in the northern region of Cape Town, in July 2016. This particular deck looked at four innovation theories and methodologies. Like many of my presentations it requires a talking head in front to fully explain. Hopefully, when viewed with the accompanying deck on innovation theories an models, a viewer will be ale to discern the main themes and points of the workshop. (The other deck in the workshop was an introduction to the workshop).
There is a staggering amount of books on innovation, explaining what it’s all about.
In this presentation we give you exactly the opposite: 10 misconceptions on innovation.
Innovator Interview: Sandy Sanzero, Sandia National Laboratoriesfuturethink
futurethink had the pleasure of speaking with Dr. Sandy Sanzero, Manager of Robotics, Intelligent Systems, and Cybernetics at Sandia National Laboratories, a division which was spun off as a separate department of the U.S. Department of Energy’s National Nuclear Security Administration. In 1945, the forerunner of Sandia Labs was known as the ‘Z’ division of Los Alamos Laboratory. Sandia Labs received an official congressional designation as a separate National laboratory in 1979. Sandia’s mission is to develop science–based technologies that support the United States’ national security. Dr. Sanzero offers insights on the need for dynamic drifting, how innovation must happen, and why StageGate is inhibiting breakthrough innovation.
This is the second of three presentations delivered at an innovation workshop for the Greater Tygerberg Partnership, a non-profit organisation facilitating socio-economic growth in the northern region of Cape Town, in July 2016. This particular deck looked at four innovation theories and methodologies. Like many of my presentations it requires a talking head in front to fully explain. Hopefully, when viewed with the accompanying deck on innovation tools and processes, a viewer will be ale to discern the main themes and points of the workshop. (The third deck in the workshop was just an introduction to the workshop).
Innovation happen when an Idea is implemented to create an impact.
It has three element:
1. Idea
2. Implementation and
3. Impact (Profit Companies – Higher Revenue or Lower Cost and Non-Profitable Companies – Other Criteria's of measurement)
A Strategic Approach to Open Innovation - Jeffrey Phillips★ Tony Karrer
In this session, Jeffrey Phillips examines the critical questions you should ask as you establish an open innovation framework: which technologies or ideas? Which partners and how many? Which methods? By taking a strategic approach to open innovation, you’ll find the right ideas or partners more effectively, and you’ll accelerate new products to market more quickly.
An analysis of the common characteristics of 35 innovators who has been chosen by Harvard, to know what are the common traits they possess so they became successful.
Innovation at Israel Mobile Monetization SummitEric Reiss
Everyone talks about innovation. But what is it? Everyone is developing apps. But will they gain traction in the marketplace? We all want to monetize our creations, but is there a recipe for success?
Perhaps there is. And I presented a new model for evaluating our work at the Mobile Monetization Summit in Tel Aviv in December 2013
Get on top of Innovation by understanding the essentials. What it is. The types of Innovation and the elements of an Innovation ecosystem. Thanks for viewing orxil(a)yahoo.com
The presentation has been made to provoke a thinking and debate on what constitutes real innovation? Is copying or even creative imitation a rightful innovation. But some bloggers prescribe not to innovate'; but to merely improve. Some even suggests that imitation can be used to gain competitive advantage. In the Philippines or elsewhere, to see hordes of copycats, me too products, pirated copies, to the chagrin of the "original" inventors innovators.
Réseaux sociaux et services d'informationAlain GARNIER
Présentation du 17 novembre 2011, dans le cadre de la conférence organisée par l'ADBS sur la veille et les réseaux sociaux d'entreprise.
Alain Garnier, CEO Jamespot
In a global and rapidly changing business landscape, collaboration is emerging as a competitive differentiator. The technology exists for companies of all sizes to break down geographic, departmental and hierarchical silos. So why is the social enterprise not the reality for most organizations?
Oscar Berg, collaboration expert and author of The Content Economy, explores:
- What keeps your company from embracing social business practices
- How to tell if your company is late to the collaboration party
- How to drive organizational connectedness – from the bottom up or the top down.
Oscar Berg is Future Office Evangelist at Tieto, where he is responsible for the business and offering development for the Tieto Future Office service concept in Sweden.
This presentation was held at a Central Desktop Webinar.
http://www.tieto.com/futureoffice/
Product Innovation
The deck describes basic pillars and techniques in conceptualizing and injecting innovation within products (whether digital or tangible).
The deck covers elements such as need vs entertainment, design vs utility conceptualization techniques and disruption factors
Les usages des Réseaux Sociaux d’Entreprise (RSE)CYB@RDECHE
De nos jours, concernant les nouveaux modes de communication, les interrogations des entreprises se sont déportées des questions d’opportunités vers celles des modes et moyens de réalisation. Elles ont identifié clairement l’enjeu des médias sociaux et réseaux sociaux d’entreprises (RSE).
"Why Apple can create blockbusters?" ~ Re-think: Product PlanningTAKA KONDO
Many companies conduct product management without product planning.
They copy a product which is originally designed by other companies, and modify it.
They strive to survey technology/market trends and roadmaps from leading companies/giant research firms.
And they enhance the variety of functions and/or the numbers to make their spec table better.
They love to swim in the ‘red ocean’.
Apple is one of the companies which is carrying out product planning as well as product management.
It often enters the market very late, but re-creates the market itself.
Apple strives to understand what the user-experiences the customer looks for, values, and needs,
and re-invents the product category to make customers’ lifestyle better.
Apple loves to make her heart sing with her product.
Entrepreneurship. Session #1. Idea and realization.Artem Berman
Lean startup, entrepreneurship course. Session 1. Idea and realization. The course itself consists of 4 classes and can be found at Saleup.biz (direct link: https://goo.gl/W1LVahP). You can contact me through that site as well.
THIS IS AN ARTICLE ON THE THEME- "INNOVATE". THE ARTICLE IS PART OF TASK (CONTENT WRITING) UNDER THE CONTENT DEVELOPMENT DOMAIN. THE ARTICLE IS PUBLISHED ON MEDIUM. THIS TASK IS PART OF THE GRIP INTERNSHIP BATCH JANUARY 2022.
One of the great irony of successful companies is how easily they can fail. New companies are founded to take advantage of some new technology. They become highly successful and but when the technology shifts, something new comes along, they are unable to adapt and fail. This is the innovator’s dilemma.
Then there are companies that manage to survive. For example, Kodak survived two platform shift, only til fail the third. IBM has survived over 100 years. What do successful companies do differently?
Innovation training and transformational management in Belgrade SerbiaMiodrag Kostic, CMC
Presentation from the training course on how to improve business innovation and transform your organisation in Serbia, Belgrade?
http://www.businessknowledge.biz/
Office of Naval Research Innovation Newsletter | June 2010johnohab
The Spring 2010 edition of the Office of Naval Research's Innovation Newsletter explores the increasingly important paradigm of "open innovation," which is based on the idea that organizations can and should innovate by drawing from external sources of knowledge.
In the newsletter below, you'll find an article capturing the entrepreneurial spirit that drives Open Innovation forward co-authored by three professors from the Naval Postgraduate School of Business; an article focused on core social technologies and their role in crowd sourcing, intra-government collaboration, and citizen science; an article on massive multiplayer games and insight generation; and an article on Open Innovation and lessons learned within a specific Naval science and technology community of interest.
The Innovation Newsletter is published quarterly and covers a variety of exciting topics. It include articles from scientists, engineers, warfighters, professors, program officers, and others, all sharing their insights and research on a particular field of interest.
One of the great irony of successful companies is how easily they can fail. New companies are founded to take advantage of some new technology. They become highly successful and but when the technology shifts, something new comes along, they are unable to adapt and fail. This is the innovator’s dilemma.
Then there are companies that manage to survive. For example, Kodak survived two platform shift, only til fail the third. IBM has survived over 100 years. What do successful companies do differently?
Presentation: Harnessing the Collective Wisdom of the CrowdIdeaScale
On Tuesday April 29th, CEO of Totem and IdeaScale Advisory Services Partner, Suzan Briganti introduced numerous methods of crowd data analysis, including an introduction to innovation analysis, insight & concept development overviews, and methods of insight validation. Learn more about crowd wisdom in this webinar recording.
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What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
8. "What part of this don't you understand? If two blades is good, and three
blades is be er, obviously ve blades would make us the best fucking razor
that ever existed. Comprende? We didn't claw our way to the top of the
razor game by clinging to the two-blade industry standard. We got here by
taking chances. Well, ve blades is the biggest chance of all."
- "Fuck Everything We’re Doing Five Blades” ( e Onion, 2004)
9. "Gille e Fusion [the company’s new ve-blade razor] is 'the future of
shaving,' James M. Kilts, Gille e's chairman and chief executive, told
analysts and reporters who had gathered in a Manha an auditorium to
hear the latest news. Not to be outdone in hyperbole, Peter K. Hoffman,
president of Gille e's blades and razors unit, de ned fusion for the crowd -
'a nuclear reaction in which nuclei combine to create power' - and
intimated that the Fusion system's 'breakthrough technology' lives up to
the analogy."
- “Gille e Is Be ing at Men Want an Even Closer Shave” (New York
Times, 2005)
10. "Inventors, scientists, engineers, and academics, in the normal pursuit of
scientific knowledge, gave the world in recent times the laser, xerography,
instant photography, and the transistor. In contrast, worshippers of the
marketing concept have bestowed upon mankind such products as new-
fangled potato chips, feminine hygiene deodorant, and the pet rock…."
- "Managing Our Way to Economic Decline." (1980)
12. 1. Invention (Creation of a new idea or process)
2. Innovation (“Arranging the economic requirements for implementing an
invention”)
3. Diffusion (Adoption and imitation)
Library of Economics and Liberty: h p://www.econlib.org/library/Enc/Innovation.html
13. 1. Invention (Creation of a new idea or process)
2. Innovation (“Arranging the economic requirements for implementing an
invention”)
3. Diffusion (Adoption and imitation)
Library of Economics and Liberty: h p://www.econlib.org/library/Enc/Innovation.html
15. " e reason why Schumpeter stressed this difference [between invention
and innovation] is that he saw innovation as a speci c social activity
(function) carried out within the economic sphere and with a commercial
purpose, while inventions in principle can be carried out everywhere and
without any intent of commercialisation. us, for Schumpeter
innovations are novel combinations of knowledge, resources etc. subject to
a empts at commercialization (or carried out in practice)."
- “A Guide to Schumpeter”, Jan Fagerberg
17. So for now let's de ne innovation as the adaptation of an existing
invention, idea or process for the purpose of commercialization.
18. (1) e introduction of a new good-that is one with which consumers are
not yet familiar-or of a new quality of a good. (2) e introduction of a
new method of production, that is one not yet tested by experience in the
branch of manufacture concerned. (3) e opening of a new market, that is
a market into which the particular branch of manufacture of the country in
question has not previously entered, whether or not this market has existed
before. (4) e conquest of a new source of supply of raw materials or half-
manufactured goods, again irrespective of whether this source already
exists or whether it has rst to be created. (5) e carrying out of the new
organization of any industry, like the creation of a monopoly position (for
example through trusti cation) or the breaking up of a monopoly position.
20. If commercial viability is the main measure of innovativeness than
innovation is an effect, not a cause: A measure of success, not a part of the
process.
35. "As long as they are not carried into practice, inventions are economically
irrelevant. And to carry an improvement into effect is a task entirely
different from the inventing of it, and a task, moreover, requiring entirely
different kinds of aptitudes. Although entrepreneurs of course may be
inventors just as they may be capitalists, they are inventors not by nature of
their function by by coincidence and vice versa. Besides, the innovations
which it is the function of entrepreneurs to carry out need not necessarily
be any inventions at all. It is, therefore, not advisable, and it may be
downright misleading, to stress the element of invention as much as many
writers do."
- Josef Shumpeter, e eory of Economic Development
36. So agencies really want to work more on this stuff, how do they make it
happen? And is it really something they should be doing and are good at?
47. " e greater the bene t a given user can obtain from a needed novel
product or process, the greater his effort to obtain a solution will be. ... I
therefore reason that users able to obtain the highest net bene t from the
solution to a given new product (or process or service) need will be the
ones who have devoted the most resources to understanding it."
- Eric Von Hippel, “Lead Users: A Source of Novel Product Concepts”
48.
49. "Sometimes lead users may have developed complete new products
responsive to their need."
51. "Since around 2000, we let engineers spend 20% of their time working on
whatever they want, and we trust that they'll build interesting things. A er
September 11, one of our researchers, Krishna Bharat, would go to 10 or
15 news sites each day looking for information about the case. And he
thought, Why don't I write a program to do this? So Krishna, who's an
expert in arti cial intelligence, used a Web crawler to cluster articles. He
later emailed it around the company. My office mate and I got it, and we
were like, ' is isn't just a cool li le tool for Krishna. We could add more
sources and build this into a great product.' at's how Google News came
about. Krishna did not intend to build a product, but he accidentally gave
us the idea for one. We let engineers spend 20% of their time working on
whatever they want, and we trust that they'll build interesting things."
- Marissa Mayer, “Marissa Mayer’s 9 Principles of Innovation”
57. e best place to get started making things is to solve your own problems.
58. "We teach kids to do all sorts of things, but we don’t teach them to think
about things in the inventive way — and why don’t we? It’s something you
should be alert for from earliest childhood. You should be conscious that
when you do devise something, when you ll a gap, you have invented. I’d
love to see kids thinking in that way, and growing up to be adults that think
in that way… that solve their own problems, and acquire stuff for
themselves that they want, whether or not it can be bought off the shelf.
e process of doing it is absurdly easy… it’s ridiculously easy to get a
machine shop to build you a gizmo. You sketch it, they’ll help you make it,
you try it, and if it doesn’t work, you make another. You can’t imagine how
much fun that is."
- Garre Brown, inventor of Steadicam
67. "And let it be noted that there is no more delicate ma er to take in hand,
nor more dangerous to conduct, nor more doubtful in its success, than to
set up as a leader in the introduction of changes. For he who innovates will
have for his enemies all those who are well off under the existing order of
things, and only lukewarm supporters in those who might be be er off
under the new. is lukewarm temper arises partly from the fear of
adversaries who have the laws on their side, and partly from the incredulity
of mankind, who will never admit the merit of anything new, until they
have seen it proved by the event. e result, however, is that whenever the
enemies of change make an a ack, they do so with all the zeal of partisans,
while the others defend themselves so feebly as to endanger both
themselves and their cause."
- Niccolò Machiavelli, e Prince