Richard Branson Quotes

We, we - as I say, we go in and shake up other industries and I think, you know, we do it differently and I think that industries are not quite the same as a result of Virgin attacking the market.

Your innovation can create new winners and losers; or at the very least, make existing companies look fresh and innovative by partnering with you. Everyone wants to align with market makers.

You either innovate or you become defunct.

When I came into the mobile phone business, I was really the upstart who pretty much took the business, not quite by storm, but really made an impact on it quite early on. But it was from a position, really, of feeling that I was a last mover.

There's a smugness that goes with being a huge company. The big fish say, 'If it's so great, why didn't we invent it?' But how'd you like to be makin' buggy whips when cars came along?

Uber is redefining the transportation industry now; Airbnb is doing it to the hotel industry. You can expect that to happen in every single industry.

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.

I believe confusion is good. Worldwide market leaders gain when there is confusion in the market.

Build a company that changes the way things get done!

I spent some time studying Toyota, because how could a loom maker - they made looms. That was their business for 50 years, 35 years - and then they decided to go into the car business after everyone else was in the car business.

Being an iconic food company can be both a blessing and a curse. It can be a curse if, amidst change, you maintain the status quo. It is a blessing if you leverage the change coupled with capability to seize new opportunities.

We continue to operate in a fast-changing environment driven by so much disruption, and in this context, we see significant opportunity and demand for Accenture's highly relevant and differentiated services.

Out there in some garage is an entrepreneur who's forging a bullet with your company's name on it. You've got one option now - to shoot first. You've got to out innovate the innovators.

To escape the curse of commoditization, a company has to be a game-changer, and that requires employees who are proactive, inventive and zealous.

You've got to figure out how you're going to come in and significantly impact and redefine a market such that you become a market share leader in it.

The most successful businesses have an idea for the future that's very different from the present - and that's not fully valued.

Assuming a specific resource is high cost is often a path to disruption when someone makes a different assumption.

A company doesn't have to compete with Amazon. A company can instead innovate in sectors Amazon doesn't presently care about.

Disruption is a critical element of the evolution of technology - from the positive and negative aspects of disruption a typical pattern emerges, as new technologies come to market and subsequently take hold.

Disruption is continuously afoot in every industry, but especially in autos. It is how Toyota, Nissan and Honda bloodied Detroit: They did not start their attack with Lexus, Infiniti and Acura, but with low-end subcompact models branded Corona, Datsun and CVCC.

I think, particularly in our tech industry, this is an industry that has violent innovation and then commoditization, and it's a cycle of innovation/commoditization.

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

You know, IBM was almost knocked out of the box by other types of computer software and manufacturing.

If all you're trying to do is essentially the same thing as your rivals, then it's unlikely that you'll be very successful.

The characteristic of great innovators and great companies is they see a space that others do not. They don't just listen to what people tell them; they actually invent something new, something that you didn't know you needed, but the moment you see it, you say, 'I must have it.'