John Hagel III Quotes

From a product development perspective, choosing whether a technology is disruptive at a potential moment is key.

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.

Mathematicians are like managers - they want improvement without change.

An adaptable company is one that captures more than its fair share of new opportunities. It's always redefining its 'core business' in ways that open up new avenues for growth.

We need to understand what innovation will be built on top of our networks.

You have to train people how to be business innovators. If you don't train them, the quality of the ideas that you get in an innovation marketplace is not likely to be high.

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

There are always lessons that can be learned from another manufacturer. You can learn from their successes and from their mistakes also. But you cannot replicate; you can only learn.

One of the banes of successful innovation is that companies may be so committed to innovation that they will give the innovators a lot of money to spend.

If a product's future is unlikely to be remarkable - if you can't imagine a future in which people are once again fascinated by your product - it's time to realize that the game has changed. Instead of investing in a dying product, take profits and reinvest them in building something new.

Business has only two functions - marketing and innovation.

Google worries - and rightly so - about how hard it is for a big company to come up with the next hot thing.

No one should expect building a new high-growth, software-powered company in an established industry to be easy. It's brutally difficult.

The reason why it is so difficult for existing firms to capitalize on disruptive innovations is that their processes and their business model that make them good at the existing business actually make them bad at competing for the disruption.

I've been good at product entrepreneuring.

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.

If companies don't think systemically enough - if they try to capture too much of the value - eventually, innovation moves somewhere else.

My key message is be innovative, be ambitious; think global and big on day one.

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.

Executives need ample flexibility to respond to the market. That means both reducing costs and increasing innovation.

Build a company that changes the way things get done!

Entrepreneurs are moving from a world of problem-solving to a world of problem-finding. The very best ones are able to uncover problems people didn't realize that they had.

A big part of my job is to accelerate our ability to bring innovative products to our customers more quickly.

Unless you stay focused on innovation, you can be disintermediated.

Collaboration and augmentation are the foundational principles of innovation.