Susan Cameron Quotes

When Apple introduced its game-changing iPhone in 2007, Nokia was caught sleeping on the job. Although it had actually developed an iPhone-style device - complete with a color touchscreen, maps, online shopping, the lot - some seven years earlier. Astonishingly, it never released the product.

If we're building high quality companies, if the customers like the products, if the technology innovation is real, then the substance is going to win out in the end.

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.

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

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

Innovation must lead infrastructure for a simple but compelling reason: Innovation produces new types of products and markets, and it is virtually impossible to know how to run those markets efficiently before they are created.

Since the beginning, HTC has focused on developing strong research and development capabilities and keeping a close eye on consumer, market and technology trends.

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 problem with Myspace was always that it was never as strong a product as it needed to be. It left itself vulnerable to competition. It was only a matter of time before someone created something better.

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.

Patents have not been a positive force in stimulating innovation at Cisco. Competition has been the motivator; bringing new products to market in a timely manner is critical. Everything we have done to create new products would have been done even if we could not obtain patents

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

In 2001, we were like most high-tech companies, with one or two primary products that were really important to us.

In 17 years, we have built a business that has revolutionized the industry, with innovation at its core. I am confident that the partnership between Getty Images and the Carlyle Group will see the company's success continue.

AMD's history is we've always had great technology. We've had periods of time where we've done really, really well, and we've had periods of time where we've done not so well. But most of the time we've done well, it's because we've had a leadership product or some technology where we were out in front before anybody else.

Boeing has won in the marketplace for 100 years because of innovation, and we need to continue to invest in innovation for the future. And our cash generation strength is what allows us to do that.

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.

If Dell's going to be a fast follower, then we'll continue to innovate.

The notion of what we're trying to do at AMD is about bringing out great technology, great products.

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

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.

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.

When [competitors are] in the shower in the morning, they're thinking about how they're going to get ahead of one of their top competitors. Here in the shower, we're thinking about how we are going to invent something on behalf of a customer.

We use technology to make it cheaper, better, and faster for the client. And then if you have the most flow, you can win. Now, having said that, Silicon Valley wants to take on this business. They think they see an opening.

Every once in a while, a revolutionary product comes along that changes everything.