Chamath Palihapitiya Quotes

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.

Smart companies fail because they do everything right. They cater to high-profit-margin customers and ignore the low end of the market, where disruptive innovations emerge from.

Entrepreneurs always pitch their idea as 'the X of Y', so this is going to be 'the Microsoft of food.' And yet disruptive innovations usually don't have that character. Most of the time, if something seems like a good idea, it probably isn't.

Legendary is in the unique position in that they have the resources to take risks, which I think has really benefitted 'Pacific Rim.'

To really disrupt a big market, you have to look at the marketplace from a long-term perspective. You have to move very fast but knowing that disruptive solutions just take time to build.

For an emerging market that hopes to be the third largest economy in the world, you cannot do it without being innovative and disruptive. There is no choice in the matter.

Throughout our history, Microsoft has won by making big, bold bets. I believe that now is not the time to scale back the scope of our ambition or the scale of our investment. While our opportunities are greater than ever, we also face new competitors, faster-moving markets and new customer demands.

Jeff Bezos was one of those best and brightest who came to N.Y. to work in finance. He didn't need to know anything about retail bookselling to start Amazon.

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

Most of what we've done at SurveyMonkey is create a market, which I would say is much harder than trying to enter a market that already exists. But if you get it right, it can become a great business.

I believe you have to be willing to be misunderstood if you're going to innovate.

When we started Skype, if you look at analyst reports, no one forecasted it as a big business. Also when Google started, it was not fashionable to be in search. It's not trying to do the obvious - that's the hard part.

A disruptive innovation is a technologically simple innovation in the form of a product, service, or business model that takes root in a tier of the market that is unattractive to the established leaders in an industry.

Most companies that are great at something - like AOL dialup or Borders bookstores - do not become great at new things people want (streaming for us) because they are afraid to hurt their initial business.

Companies, in fact, are specifically organized to under-invest in disruptive innovations! This is one reason why we often suggest that companies set up separate teams or groups to commercialize disruptive innovations. When disruptive innovations have to fight with other innovations for resources, they tend to lose out.

Some of the best ideas that we've invested in have made no sense to conventional sources.

It's almost a cliche that great Silicon Valley entrepreneurs don't go sit on a beach when they make a lot of money; they get back to work building another company or at least investing in other people's companies.

But any big change is more likely to result if there is a disruptive event such as new technologies or platforms that have a surprising effect on market share.

Apple Computer would not have reached its current peak of success if it had feared to roll the dice and launch products that didn't always hit the mark. In the mid-1990s, the company was considered washed up, Steve Jobs had departed, and a string of lackluster product launches unrelated to the company's core business.

The companies that can afford to do basic research (and can't afford not to) are ones that dominate their markets. … It's cheap insurance, since failing to do basic research guarantees that the next major advance will be owned by someone else.

Did Google know much about media? Or Amazon about commerce? Tesla about cars? SpaceX about rockets? EBay about classifieds? What did I know about computing when I started Sun Microsystems? We should celebrate these entrepreneurs, not pillory them for fighting entrenched incumbent industries that have political influence and money.

I have tremendous admiration for companies with the kind of pioneering spirit and innovation eBay has demonstrated from day one.

We are exploring creative models to pursue innovation outside the confines of our normal process, taking calculated risks and learning from them.

The concept of disruption is about competitive response; it is not a theory of growth. It's adjacent to growth. But it's not about growth.

Our success at Cisco has been defined by how we anticipate, capture, and lead through market transitions. Over the years, I've watched iconic companies disappear - Compaq, Sun Microsystems, Wang, Digital Equipment - as they failed to anticipate where the market was heading.