John Anderson Quotes

I think we operate in a very dynamic marketplace, and as such, we need to constantly innovate.

Salads was a big indicator of that - there was a huge market out there for it. And why not tap it? Some of the things we are doing now around the globe are responding to customers. It's not because some guy sued you.

The only way to generate sustained exponential growth is to make whatever you're making sufficiently good.

There are two ways to extend a business. Take inventory of what you're good at and extend out from your skills. Or determine what your customers need and work backward, even if it requires learning new skills. Kindle is an example of working backward.

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

There is a wide range of opportunities for us and we see a main part of our strategy as being a company that supplies products across a range of different end applications and indeed we have quite a wide product portfolio which we enhance each year.

Basically if you study entrepreneurs, there is a misnomer: People think that entrepreneurs take risk, and they get rewarded because they take risk. In reality entrepreneurs do everything they can to minimize risk. They are not interested in taking risk. They want free lunches and they go after free lunches.

Anybody can cut prices, but it takes brains to produce a better article.

I look at every business and ask, How long can this last? How can I identify the status quo and change it?

I would say, as an entrepreneur everything you do - every action you take in product development, in marketing, every conversation you have, everything you do - is an experiment. If you can conceptualize your work not as building features, not as launching campaigns, but as running experiments, you can get radically more done with less effort.

I'd rather Apple cannibalize Apple than somebody else cannibalize Apple.

We can reorient our products and business strategy because we are an agile organisation.

Management innovation is going to be the most enduring source of competitive advantage. There will be lots of rewards for firms in the vanguard.

Every company has to identify what I call its strategic resources, and make sure that it grabs as much of its strategic resources as possible.

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

Once you understand business models you can then start prototyping business models just like you prototype products.

Whatever business you're in - it doesn't matter - it's going to commoditize over time. It's going to devalue. You've got to keep moving it to a higher value.

A strategy is something like, an innovative new product; globalization, taking your products around the world; be the low-cost producer. A strategy is something you can touch; you can motivate people with; be number one and number two in every business. You can energize people around the message.

We recognised from the start that we couldn't just stay in the U.K. and Ireland markets. We have always looked to the products of the future. I've always said, 'If you don't innovate, you'll evaporate.'

The tools used by economists to analyze business firms are too abstract and speculative to offer any guidance to entrepreneurs and managers in their constant struggle to bring novel products to consumers at low cost.

... whatever business you're in, it doesn't matter, it's going to commoditize over time, it's going to devalue, you've got to keep moving it to a higher value. Keep going to a higher value in whatever it is that you do and force yourself and force the organization to always do it ahead of time

Moving with the times is an important idea for strategy today.

When I think of revenue growth, I think of the words 'mix' and 'shift.'

If you're doing business, not that simple to only buy. You have to create something. You have to create something that never exist for the future.

I love high-performance technologies, the stuff that's the brains of today's products, and AMD was one of the few companies that had this type of technology. I always believed that it was a company that had great technical capability but needed better business focus.