Gillian Tans Quotes

I think if companies start reinventing themselves and focus on the customer experience more, they will win out in the end.

The top principle for disruptive and sustaining innovation is that it has to have a laser focus on customers. Innovation begins with their needs and expectations.

We got to this point by constantly perfecting our products.

Be dramatically willing to focus on the customer at all costs, even at the cost of obsoleting your own stuff.

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

If you build a great product or service, people will talk about it. But it starts with having something that's worth talking about.

Market growth alone doesn't give you enough tailwind. You have to create your own. The way to do that is by designing products for consumers that wow them.

This is what customers pay us for - to sweat all these details so it's easy and pleasant for them to use our computers. We're supposed to be really good at this. That doesn't mean we don't listen to customers, but it's hard for them to tell you what they want when they've never seen anything remotely like it.

If we're building high quality companies, if the customers like the products, if the technology innovation is real, then the substance is going to win out in the end.

If you're going to build a lean enterprise, you can test and measure how often the company ships iterations, how often it fails, how often it is putting things in front of people that don't work.

Most of us understand that innovation is enormously important. It's the only insurance against irrelevance. It's the only guarantee of long-term customer loyalty. It's the only strategy for out-performing a dismal economy.

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

Within HTC, hundreds of ideas are tested and discarded to find those rare ideas that define the HTC user experience.

To ensure we are meeting the demands of existing customers while also attracting new users, we remain focused on building cutting-edge technology and introducing new and innovative product offerings.

If you're competitor-focused, you have to wait until there is a competitor doing something. Being customer-focused allows you to be more pioneering.

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

I think I've done a good job in the industry from the standpoint of employee morale and customer satisfaction, and as an innovative thinker in tech.

If it works, it's obsolete.

I think the biggest challenge over time is that we stay creative and making sure that we continue to launch awesome products that people love.

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

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

Our employees and competitors thought we were docile. We want to be defiantly disruptive. I don't mean necessarily by launching price wars but by being the best at the basics - having the best customer service, the best on-time performance, the best coffee - in a thoughtful, not a testosterone-laced, way.

No amount of tools can help a bad product. You have to remain genuine in your product development innovation and quality.

When the functionality of a product or service overshoots what customers can use, it changes the way companies have to compete. When the product isn't yet good enough, the way you compete is by making better products. In order to make better products, the architecture of the product has to be interdependent and proprietary in character.

Every day were saying, 'How can we keep this customer happy?' How can we get ahead in innovation by doing this, because if we don't, somebody else will.