Dinesh Paliwal Quotes

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.

All the action, in semiconductors at the present time is in the new consumer applications, and that's where we have focused our activities since we started doing our own products in the late '90s.

You can't just ask customers what they want and then try to give that to them. By the time you get it built, they'll want something new.

Customer expectations? Nonsense. No customer ever asked for the electric light, the pneumatic tire, the VCR, or the CD. All customer expectations are only what you and your competitor have led him to expect. He knows nothing else.

The pace of innovation may slow down or speed up depending on the appetite in the public markets, but the constant progress of technology doesn't really ever stop. There's always opportunities for new ideas and creative people to go build great things. I'm always interested in learning about those kinds of opportunities.

I don't feel that this concept of disruptive technology is the solution for everybody. But I think it's very important for innovators to understand what we've learned about established companies' motivation to target obvious profitable markets - and about their inability to find emerging ones. The evidence is just overwhelming.

Google worries - and rightly so - about how hard it is for a big company to come up with the next hot thing.

I am sure innovation will blossom around the world, given that the Internet and mobile platforms enable innovators anywhere in the world to reach a global market with ease.

Samsung's future hinges on new businesses, new products and new technologies. We should make our corporate culture more open, flexible and innovative.

I think the challenge for all technology companies is to modify what they're doing to be what the market needs at that point.

Competition is one of the most important drivers of innovation because you have to stay in the race. You have to think of something new, and if you don't, well, of course you should leave the market.

We all have to think about the emerging markets.

With Facebook's IPO, the world learned a new way of organizing businesses around one overriding imperative: to ship new products quickly.

I believe quite simply that the small company of the future will be as much a research organization as it is a manufacturing company.

It is the new and different that is always most vulnerable to market research.

Anything new and different is most susceptible to market research.

Because these firms listened to their customers, invested aggressively in new technologies that would provide their customers more and better products of the sort they wanted, and because they carefully studied market trends and systematically allocated investment capital to innovations that promised the best returns, they lost their positions of leadership.

It's a mistake to predict the size of markets that are so new. This model has shown no signs of slowing down. So we are going to get as much of it as we possibly can, and when we get close to that we'll figure out other problems.

The simplest way to assure sales is to keep changing the product the market for new things is indefinitely elastic. One of the fundamental purposes of advertising, styling, and research is to foster a healthy dissatisfaction.

In science novelty emerges only with difficulty, manifested by resistance, against a background provided by expectation.

Innovation and creativity are the juiciest parts of running a business.

Everybody wants to make something they think is a surefire winner, though nobody knows what a surefire winner is, in my opinion.

If an open source product gets good enough, we'll simply take it. So the great thing about open source is nobody owns it - a company like Oracle is free to take it for nothing, include it in our products and charge for support, and that's what we'll do. So it is not disruptive at all - you have to find places to add value. Once open source gets good enough, competing with it would be insane. We don't have to fight open source, we have to exploit open source.

In the entrepreneurial world, when you launch a company, you have a particular idea, a particular product, a particular service, almost always you pivot, you shift. The market reacts to your initial idea. You make some adjustments. It's only after making a few adjustments that you see the success.

Darwinism may be a fine theory in other contexts, but in startups, intelligent design works best.