Vaclav Smil Quotes

U.S. companies are innovative and entrepreneurial.

Process innovation is different from product innovation. It's about how do you create a new product or develop a new product or manufacture a new product, but not a new product itself?

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

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

First of all, at any company, the investment in research and development in the products is the lifeblood, so that is a critical element of anyone's future going forward.

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.

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 opportunity ahead of us in terms of transforming how we design and build, how we manufacture, is even greater than some of the product innovation that we're going to bring to the table.

Our competitors outside Europe are manufacturing goods cheaper and better. Through innovation, other countries are producing new products which we do not make yet, but which we could.

My argument is that there is already an automated machine to make pads. What I did - I reverse-engineered it to 'simple.' Anyone who wants to compete will have to come out with a simpler machine.

Certain product categories become less attractive for us because, as they become mature, they become low-cost, and hence, there is less to invent. There is less to invent in a television, whereas in heath technology, there is a lot to invent. So we wanted to put our innovative power to work where it really matters.

Visionary CEOs are product- and business-model-centric and extremely customer focused.

Innovation is critical to the heartbeat of any successful corporation in the industrialized world.

Bell Labs was a fantastic research organization but having them create and market new products for the world was terrible. They were not good marketers and yet it was AT&T engineers who were deciding what the products of the future were.

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.

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.

XUV is a living proof of the value of MRV. In that sense, the XUV was a wonderful validation. The XUV grew along with MRV. As the institution was built, the product was created.

Extra capacity makes manufacturing competitive, keeps pricing in control.

Entrepreneurs create value; I wanted to create ideas that became machines for making value.

The best American manufacturers customize products to meet customer needs, reduce the time required to make them and constantly improve their design.

You need to run the company on an even keel, and you need to be thinking about the company long-term and how to drive your next innovation.

When companies minimize their costs, they can spend more on R & D and marketing. It's just very logical.

When I see some of the work in the commercial PC sector, some of our top focus is in India.