Tim O'Reilly Quotes

Any of our businesses will not exist in the form that is today, will not exist in the same form one year later, two years later... We have to worry about the disruptions in the business models and the practices.

You either innovate or you become defunct.

To thrive, all businesses must focus on the art of self-disruption. Rather than wait for the competition to steal your business, every founder and employee needs to be willing to cannibalize their existing revenue streams in order to create new ones. All disruption starts with introspection.

In the private sector, there is always innovation. There's always change. There's always improving productivity, and if you're not leading that, you'll be passed and ultimately go out of business. So there's an urgency to constantly update and renew and to rethink your enterprise.

In any business, you have to evolve.

The most essential thing for us was to get the business model right, then put the world-class technology under it to support it. At Merrill, that meant not doing what people expected.

When someone takes their existing business and tries to transform it into something else - they fail. In technology that is often the case. Look at Kodak: it was the dominant imaging company in the world. They did fabulously during the great depression, but then wiped out the shareholders because of technological change.

No matter what business you're in, you can't run in place or someone will pass you by. It doesn't matter how many games you've won.

When you're a large company with significant market share, it's tempting to view market disruptions as a threat, but we view them as an opportunity.

Since I became CEO, 87 percent of the companies in the Fortune 500 are off the list. What that says is that companies that don't reinvent themselves will be left behind. I also think that's true of people. And I think it's true of countries.

The opportunity ahead for Microsoft is vast, but to seize it, we must focus clearly, move faster, and continue to transform.

So I think the winners in recession are the people who produce new technology that does things better, which people really want.

You've got to keep reinventing. You'll have new competitors. You'll have new customers all around you.

It's important to remember that innovators in business don't always get a platform.

But we also think that we've got more quite alot more support than any new format has ever had.

Zefr has all the ingredients for success - dynamic, inspiring management, the ability to marry technology and content, and a business model that can scale. I'm thrilled to be part of the team.

Whenever one or more components of a company's business model changes, new business models are created for supporting companies. The changes might involve niches served, new marketing angles or improved value propositions.

I look at every business and ask, How long can this last? How can I identify the status quo and change it?

If you want to be around in 10 years you've got to do something to differentiate yourself from the pack.

It's very difficult in the technology space when you have been leapfrogged to prosper again.

In business, success often depends upon the relative age of your ideas.

Today, the forces of competition, technology, and globalization have converged to spur innovation and to transform the way business is done in the securities industry.

Not long ago, the term 'business model' was not exactly on the tip of everyone's tongue. Then, in the early to mid-1990s, 'business model' became a catchphrase that described how a company makes money or saves money.

People come in with business plans and, I mean I know that no one is going to meet everything they say in a business plan but you got to have something to, to guide towards.

Innovation must lead infrastructure for a simple but compelling reason: Innovation produces new types of products and markets, and it is virtually impossible to know how to run those markets efficiently before they are created.