Quotes & Sayings About Strategy And Innovation

Your brand exists to differentiate. "Same crap, different day" won't do it. A day that goes by without breaking some sacred branding rule is a day a brand has lost to rise above the status quo. By breaking those rules with insight, intelligent and innovation, your brand can get heard in a world that's simply too busy to listen. — David Brier

Strategy has no value if your culture and leadership mindset are wrong — Tony Dovale

Launching a brand is not for those with thin skin. It takes courage, intelligence and foresight. — David Brier

History is filled with inferior brands outselling superior ones thanks to better branding. Only superior branding has the power to overcome and reverse this (and superior products and services deserve superior branding). — David Brier

Consumers today have become a cynical mob of buyers who believe the reviews and ratings of complete strangers much more readily than your brand's promises and distinctions. — David Brier

Entrepreneurship is when an individual retrieves a red hot idea from the creativity furnace without the constraint of the heat of lean resources, and with each persistent blow of the innovation hammer shapes the still malleable idea against the anvil of passion, vision, insight, strategy, and principles to forge a fitting vessel of a creative concern. — Amah Lambert

If there are no new ideas, there is no innovation. And if there is no creativity, there are no new ideas. — Max McKeown

I believe that he will prosper most whose mode of acting best adapts itself to the character of the times; and conversely that he will be unprosperous, with whose mode of acting the times do not accord. — Niccolo Machiavelli

At the end of the day, if you have a great product and service paired with the wrong pricing strategy / business model, you don't have a business. — Richie Norton

And while a brand is so much more than a company's logo, the logo is one of the key ambassadors to any brand. — David Brier

Customers have a first moment when they discover your brand. If you were to look at it today with a fresh pair of eyes, in fact only through a pair of fresh customer eyes and witness your brand for the very first time, what would you see? What impression would make? Or fail to make? Would your brand blend in? Would it stand out? Would it be memorable, or the leading cause of amnesia amongst shoppers everywhere? Facing the truth of this and fixing it as needed will determine whether your brand thrives or merely stumbles along. — David Brier

Strategy and culture should have breakfast together. — Max McKeown

Even an organization that doesn't do much work internationally will benefit from a culturally intelligent strategy to innovation. Working across different generations, business units, regions, and functions are all factors that can also influence the innovation process. — David Livermore

I will continue to focus on global strategy and to do everything I can to help Yahoo! realize its full potential and enhance its leading culture of technology and product excellence and innovation. — Jerry Yang

When trust is high, the dividend you receive is like a performance multiplier, elevating and improving every dimension of your organization and your life ... In a company, high trust materially improves communication, collaboration, execution, innovation, strategy, engagement, partnering, and relationships with all stakeholders. — Stephen Covey

Change is neither good nor bad. It creates different situations, and that difference is what we have to understand, embrace and explore as an opportunity. — Daniel Egger

Who are we, and how do we relate this idea in a way that's meaningful to our customers and the values they hold dear?

In other words, one must define something meaningful. To do that, one must identify to whom this must be meaningful. — David Brier

The smart strategist allows strategy to be shaped by events. Good reactions can make great strategy. Strategy involves competition of goals, and the risk is the difference between those goals and the ability of the organization to achieve them. So part of the risk is created by the strategy. — Max McKeown

The opposite of value is a commodity item with little or no perceived value - which means people are not seeking it out and when they do, it's merely one of the many choices (so very likely the cheapest offering will get the sale). — David Brier

Success doesn't necessarily come from breakthrough innovation but from flawless execution. A great strategy alone won't win a game or a battle; the win comes from basic blocking and tackling. — Naveen Jain

Why do some brands grow explosively when others (that could be thriving) die a lonely and forgettable death? — David Brier

It becomes a question of 'How do we convey our differentiation instantaneously?' and drive a wedge between any apparent (or assumed) sameness in the marketplace. — David Brier

**New business concepts are always, always the product of lucky foresight.**
That's right - the essential insight doesn't come out of any dirigiste planning process; it comes form some cocktail of happenstance, desire, curiosity, ambition and need. But at the end of the day, there has to be a degree of foresight
a sense of where new riches lie. So radical innovation is always one part fortuity and one part clearheaded vision.
[first-line bold by author]
[2002] p.23 — Gary Hamel

Brand growth and dominance is created by having the highest brand value, not the lowest price tag. — David Brier

Why is it there's no aisle in a grocery or department in a store or menu on a website for "average stuff" or "beige products"? FACT: People never got passionate about mediocre and average. While consumers and clients can find "best deals" and "natural foods" and "artisan goods," one doesn't find an aisle or a website menu tab offering "average stuff" without excelling in something (which might explain that while vanilla is necessary for the ice cream sundae, it's the hot fudge we all crave and talk about). — David Brier

Your money habits and investment strategy is not all about what you do, but much about who you are. Become the person it takes to do, succeed, and innovate. — Amah Lambert

When it comes to branding and the ever-changing social media phenomenon, you're not a mushroom. In other words, you shouldn't be kept in the dark and fed a pile of...well, you get the idea. — David Brier

Thought Leadership
"The new economics for industry, government, education" Book by W. Edwards Deming
"In God we trust. All others must bring data."
William Edwards Deming,
Statistician, Professor and Author
#smitanairjain #leadership #womenintech #thoughtleaders #tedxspeaker #technology #tech #success #strategy #startuplife #startupbusiness #startup #mentor #leaders #itmanagement #itleaders #innovation #informationtechnology #influencers #Influencer #hightech #fintechinfluencer #fintech #entrepreneurship #entrepreneurs #economy #economics #development #businessintelligence #business — W. Edwards Deming

But even more important," he said, "is the way complex systems seem to strike a balance between the need for order and the imperative to change. Complex systems tend to locate themselves at a place we call 'the edge of chaos.' We imagine the edge of chaos as a place where there is enough innovation to keep a living system vibrant, and enough stability to keep it from collapsing into anarchy. It is a zone of conflict and upheaval, where the old and the new are constantly at war. Finding the balance point must be a delicate matter - if a living system drifts too close, it risks falling over into incoherence and dissolution; but if the system moves too far away from the edge, it becomes rigid, frozen, totalitarian. Both conditions lead to extinction. Too much change is as destructive as too little. Only at the edge of chaos can complex systems flourish." He paused. "And, by implication, extinction is the inevitable result of one or the other strategy - too much change, or too little. — Michael Crichton

When the corporation's investment capital becomes impatient for growth, good money becomes bad money because it triggers a subsequent cascade of inevitable incorrect decisions. Innovators who seek funding for the disruptive innovations that could ultimately fuel the company's growth with a high probability of success now find that their trial balloons get shot down because they can't get big enough fast enough. Managers of most disruptive businesses can't credibly project that the business will become very big very fast, because new-market disruptions need to compete against nonconsumption and must follow an emergent strategy process. Compelling them to project big numbers forces them to declare a strategy that confidently crams the innovation into a large, existing, and obvious market whose size can be statistically substantiated. This means competing against consumption. — Clayton M Christensen

Brands are either built on reruns or coming attractions. The future has no road map while the past does. Creating a brand that blazes new trails can sometimes be bumpy but will also allow you to be the first to discover something new, something meaningful and something that makes others ask, "Why didn't we think of that?" Be very scared of "old tricks" and build a spirit of innovation. It's the "old tricks" that have the highest risk, not doing something bold. — David Brier

Value innovation is the cornerstone of blue ocean strategy. We call it value innovation because instead of focusing on beating the competition, you focus on making the competition irrelevant by creating a leap in value for buyers and your company, thereby opening up new and uncontested market space. Value innovation places equal emphasis on value. — W.Chan Kim

One can always sell something by offering the lowest price. But this does not create loyalty to your brand. Never did and never will. It only creates "loyalty" to that price point. As soon as your guest or visitor is offered a better price, he or she will jump ship, leaving you like a scorned lover in the middle of the night. — David Brier

Through our government's updated science, technology and innovation strategy, we are making the record investments necessary to push the boundaries of knowledge, create jobs and opportunities, and improve the quality of life of Canadians. Our government's Canada Research Chairs Program develops, attracts and retains top talent researchers in Canada whose research, in turn, creates long-term social and economic benefits while training the next generation of students and researchers in Canada. — Ed Holder