Andrew Yang Quotes

Nobody has a crystal ball, and part of evolving a business plan is to say, 'I might have said we're going left, but I see the opportunity and we're going right.'

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.

You have to have a big vision and take very small steps to get there. You have to be humble as you execute but visionary and gigantic in terms of your aspiration. In the Internet industry, it's not about grand innovation, it's about a lot of little innovations: every day, every week, every month, making something a little bit better.

We recognize the need to adapt to a changing competitive environment.

I take a lean-startup approach: creating agile, interdisciplinary teams that get the minimum viable product to market as soon as possible. It's my job to be entrepreneur-in-residence, an internal change agent.

Business has only two functions - marketing and innovation.

Every time we bring someone in we ensure that they are a strategic thinker, but even more important that they understand that if the products aren't successful and the products don't sell that there won't be anything to strategize about.

You've got to stay super focused on shipping product. There isn't a version two or three if there isn't a great version one.

The IT organization can't drive or lead a digital transformation. It has to come from the business and the business strategy, because they're fundamental to how a company or an organization evolves.

Disruption starts with committing to excellence and taking a stand for your customer.

We win because we hire the smartest people. We improve our products based on feedback, until they're the best. We have retreats each year where we think about where the world is heading.

To create a usable piece of software, you have to fight for every fix, every feature, every little accommodation that will get one more person up the curve. There are no shortcuts. Luck is involved, but you don't win by being lucky, it happens because you fought for every inch.

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.

We don't want to go starting completely separate businesses that do nothing for our user base.

I'm a process person. Process is a manifestation of values.

I think it's extremely important to think of your company as a series of chapters.

Business comes and goes and we make a strategic decision that could lead you to whole new place.

Twitter can afford to build the wrong things. However, Twitter cannot afford to build the right things too slowly.

CEOs shouldn't worry about their budget all the time - on a day-to-day basis, they should work on managing their company, building an awesome product, developing key relationships, identifying distribution channels, etc.

Fixing mistakes is one thing. Apple's bigger strength has been its ability to keep improving hit products.

Good teams don't make the same mistake twice.

We are reluctant to do these bigger acquisitions that are then integrated, especially if they are committed to a certain product that they want to build that we can't guarantee we will keep evolving.

I think we operate in a very dynamic marketplace, and as such, we need to constantly innovate.

Design has always been at the heart of our business.

If you get the product and technology right, then the rest usually falls into place.