Peter Drucker Quotes

Innovation is a bottoms-up, decentralized, and unpredictable thing, but that doesn’t mean it cannot be managed.

Managing innovation better may be the only way out of the abyss called commodity hell.

For CEOs today, it's all about acheieving growth and efficiency through innovation. It's not about product innovation so much anymore as about innovating business models. process, culture and management.

I think innovation as a discipline needs to go back and get rethought and revived. There are so many models to talk about innovation, there are so many typologies of innovation, and you have to find a good innovation metric that truly captures the innovation performance of a company.

What you want to do is innovate on your product and your business model, management structure is not where I would try and innovate.

Disruptive innovation is competitive strategy for an age seized by terror.

Innovation in an existing company is not just the sum of great technology, key acquisitions, or smart people. Corporate innovation needs a culture that matches and supports it.

There are companies that are good at improving what they're already doing. There are companies that are good at extending what they're doing. And finally there are companies that are good at innovation. Every large company has to be able to do all three - improve, extend, and innovate - simultaneously.

I really believe that the single hardest thing in business is building a company that does repeatable innovation... and just has this ongoing culture of excellence as it grows.

In the most innovative companies there is a significantly higher volume of thank yous than in companies of low innovation.

Whatever business you are in, every company can shoot for the start in their own way.

Innovation is the specific tool of entrepreneurs, the means by which they exploit change as an opportunity for a different business or a different service. It is capable of being presented as a discipline, capable of being learned, capable of being practiced. Entrepreneurs need to search purposefully for the sources of innovation, the changes and their symptoms that indicate opportunities for successful innovation. And they need to know and to apply the principles of successful innovation.

The real question is who will innovate.

All too often, a corporate innovation initiative starts and ends with a board meeting mandate to the CEO followed by a series of memos to the staff, with lots of posters and one-day workshops. This typically creates 'innovation theater' but very little innovation.

There needs to be a bigger focus on creative innovation versus business models and cash flow.

Deloitte Catalyst is enabling Deloitte and our clients to more easily tap the power of innovation.

Risk taking and the drive to pursue innovative ideas are the fuel that stokes the entrepreneurial spirit.

Any business that does not innovate will fail over time.

Not to innovate is the single largest reason for the decline of existing organizations. Not to know how to manage is the single largest reason for the failure of new ventures.

Most venture capital funds are too short-termist and exit-driven to deal with the highly uncertain and lengthy innovation process.

I think there's a need for somewhat of a mindset change. We need to have a consistent external focus. We've always had the research labs. We've always had the resources to be innovative, and we've been innovative in a number of businesses. But, in any big company, you have to constantly push people to look at markets and customers, rather than look internally at themselves.

To be successful, innovation is not just about value creation, but value capture.

The company's most urgent task is to learn to welcome, beg for, demand - innovation from everyone.

When we got Tesla going at the very beginning, if you asked me what I thought the odds of success were, I would have said less than 50%. I would have said that failure is the most likely outcome.

Only the general manager can mold the resources, processes, and values that affect innovation , into a coherent capability to develop and launch superior new products and services repeatedly.