Diane Greene Quotes

I think it is going to be very difficult to be a company in silos. I think the game has changed. We won't define our success by looking at the competitors but at how satisfied are our customers, how engaged are our internal stakeholders, and how good is our product pipeline.

Software innovation, like almost every other kind of innovation, requires the ability to collaborate and share ideas with other people, and to sit down and talk with customers and get their feedback and understand their needs.

I've been good at product entrepreneuring.

Every single person in every single company is either in sales or affects sales. Every single person in every single company is either in service or affects service.

Fuseproject was founded in 1999, and the notion behind it, which is alive and kicking today, is fusing different disciplines. Our teams are absolutely incredible at their own discipline, but most importantly, they're incredible at partnering with each other.

We collectively, to get things done, work together as a team. Because the work really happens horizontally in our company, not vertically. Products are horizontal. It takes hardware plus software plus services to make a killer product.

We can create opportunities to generate value by working across the entire breadth of Boeing.

I'm certainly not into money and prestige. For me there is simply nothing more exciting than people involved in the creation of great products. That is what drives me.

I think we're having fun. I think our customers really like our products. And we're always trying to do better.

The reason I like my job is that I have this desire to create. I have this desire to create things and build things, and Google has enabled me to build and create things and to build products that are used by people all over the globe.

I have this desire to create things and build things, and Google has enabled me to build and create things and to build products that are used by people all over the globe.

Innovation at Apple has always been a team game. It has always been a case where you have a number of small groups working together.

My role at Lockheed Martin puts me in contact with extraordinary leaders in many fields - from science and engineering to philanthropy and government. And since we also work closely with our nation's armed forces, we tend to reflect a lot on leadership and how we can inspire successful teamwork, cooperation, and partnerships.

It's wonderful when you pair entrepreneurs together because they can share experiences and in some ways push each other to build better products going forward.

Expose yourself to the products and promotions of other manufacturers, and your own field of new ideas will greatly increase.

When you need to innovate, you need collaboration.

We found we were able to create better, customer-centric product features more quickly with a more diverse product team.

Collaboration and augmentation are the foundational principles of innovation.

Just about any growth company is going to need smart salespeople, account and project managers, business development, marketing, operations, customer service, content creation, communications, analytics, and social media.

I came up with the Enveloper when I was 20 and it took my dad and me several months to develop the initial concept into a working model.

There's a lot of guys who use their likeness - to do movies, and do other business stuff, but not too many guys are actually making product. I'm making product, it's a different thing. A lot of guys are holding up Coke cans and get paid a lot of money to do that, but no one's making a Coke can. I'm the guy that's trying to make the Coke can.

A brilliant mind having a eureka moment could not create an Intel microprocessor containing a billion transistors any more than one person could dream up a Boeing 787 from scratch.

A team that can build a stronger car, a stronger working environment. A team that has the possibility to create something, that would be interesting.

There'll be creative business leaders but actually, when it comes down to it, they can't do anything unless they're part of a collective. Unless they've got that wealth creator, that engineer and that work person, that skilled person at the bench to fulfil that idea... they're nothing.

Diverse groups do best at complex problems and innovation when the facts aren't clear: each individual's perspective allows him or her to tackle challenges differently and, when stuck, rely on others' differing points of views to progress.