Jay Chiat Quotes

Since its inception, HCL's core focus area has been technology and product development, and hence, we continued to remain in the high end of technology throughout the '90s.

You can prematurely optimize maintainability, flexibility, security, and robustness just like you can performance.

We appreciate size, but only if it is robust growth. Just to be big is not a target.

The Free People brand plans to drive growth on three different fronts: product expansion, geographic expansion and improved marketing.

It's always been about making the best Mac we know how. Among the many benefits are making it easy to use and affordable, with great features.

If you look at, you know, the limitations of creating new products, you're only limited by the technology that you have to work with.

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.

Move fast with stable infrastructure.

Subsequent to the original Quicken, the whole idea that we, as a consumer products company, could actually make business products, that was a whole revolution in our thinking.

Linux has definitely made a lot of sense even in a purely materialistic sense.

I think the high-tech industry is used to developing new things very quickly. It's the Silicon Valley way of doing business: You either move very quickly and you work hard to improve your product technology, or you get destroyed by some other company.

The organizational architecture is really that a centipede walks on hundred legs and one or two don't count. So if I lose one or two legs, the process will go on, the organization will go on, the growth will go on.

I won't sit here and say an Open Source project will do things faster than a closed source, but one of the reasons why is that it sits on a whole lot of things that came before it.

We need to build change in to our systems and let these systems evolve as circumstances change. Change is inevitable, but we need to do a better job of dealing with it, because when we start building huge gleaming monoliths, I think we start getting into trouble.

Internally, we're focused on building our own technology, leveraging all the momentum that's out there around wearable computing and mobile computing and PC computing. But at the end of the day, all the code we've written and all the invention we've created has been focused on our own tech and our own products.

Our ultimate goal is extensible programming (EP). By this, we mean the construction of hierarchies of modules, each module adding new functionality to the system.

The best customers for us are the ones that present us with a new problem because chances are, if one customer has that problem, 100 more have it, or 1,000, or 10,000. So you start thinking about solution development rather than product development.

Everything has a trend to it; I don't care if it's appliances or engines. I always ask, 'What has a company done in the past five years that somebody's noticed?'

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.

In the end, given the way we view the world and the way that we view ourselves as an entertainment company, our biggest challenge is creating content and creating services. Excite people. We were fortunate we were able to do that with the Wii.

From the early days, Booking.com has been disruptive. Our aim is to create the best product for our customers, and we do that through constant innovation and testing.

Most innovation is not done by research institutes and national laboratories. It comes from manufacturing - from companies that want to extend their product reach, improve their costs, increase their returns. What's very important is in-house research.

The engineering, analytics, design, testing, and delivery behind our products offer some of the hardest engineering and business challenges in the world. As we've brought our franchises into eSports and moved to digital delivery, it's become even more complex and exciting - which, in turn, has allowed us attract even more top talent.

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.

So we do software for watches, for phones, for TV sets, for cars. And some of these take a long time to catch on.