Seth Godin Quotes

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

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

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

Making new products is an easy tap for a company in a recession.

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.

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.

Just reskinning games with our intellectual property is not an appealing prospect for opportunity. That isn't something that creates long-term value for shareholders.

Even though we live in a fast-changing world with short term-ism all around, it requires years of determination to transform a company and structurally reap the rewards. Innovation companies need to set their sights on solving unmet needs - but this approach requires focus and long-term tenacity.

The market is so competitive. There are so many products that are similar. So we are forced to invest in innovative research in new products that are one or two years ahead of the market.

All economic activity is by definition "high risk." And defending yesterday--that is, not innovating--is far more risky than making tomorrow.

Efficiency innovations provide return on investment in 12-18 months. Empowering innovations take 5-10 years to yield a return. We have ample capital - oceans of capital - that is being reinvested into efficiency innovation.

And you know, I've had great fun turning quite a lot of different industries on their head and making sure those industries will never be the same again, because Virgin went in and took them on.

AOL has a great collection of brands, and the question is, 'Can they innovate and scale their business?' And those are very challenging things to do. But I think they are well positioned to grow.

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.

Two to three years down the road, other companies not on a model like Dell's will be in trouble.

For most western executives, innovation is about breakthrough technology or innovation. If it's not breakthrough, it's not interesting, and it's all about technology and products.

As long as you can bootstrap, not at the sacrifice of competitive advantage, bootstrapping is a really powerful thing because it allows you to be totally devoted to your vision.

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.

We need investors who plant and grow, not reap and run.

Our view is that just because Amazon can disrupt somebody else's profit stream, it doesn't mean that Amazon earns that profit stream.

You have to build businesses for longer term.

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

You either innovate or you become defunct.

Most tech companies do one trick and die. If you can do two or three or four, that's where wealth gets created.

Successful strategic vision lay in the fact that we visualized the retail business to be much bigger, ahead of what others thought it to be.