Richard Branson Quotes

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.

Today, the forces of competition, technology, and globalization have converged to spur innovation and to transform the way business is done in the securities industry.

No one should expect building a new high-growth, software-powered company in an established industry to be easy. It's brutally difficult.

Whether it's steamships disrupted by the railroads or railroads disrupted by the airlines, it's typically the large entrenched incumbents that are displaced by innovators.

When I came into the mobile phone business, I was really the upstart who pretty much took the business, not quite by storm, but really made an impact on it quite early on. But it was from a position, really, of feeling that I was a last mover.

They're protecting an archaic industry. They should turn their attention to new models.

Someone is out there looking to put you out of business. Someone is out there who thinks they have a better idea than you have. A better solution than you have. A better or more efficient product than you have.

You either innovate or you become defunct.

I spent some time studying Toyota, because how could a loom maker - they made looms. That was their business for 50 years, 35 years - and then they decided to go into the car business after everyone else was in the car business.

Unless you stay focused on innovation, you can be disintermediated.

Your innovation can create new winners and losers; or at the very least, make existing companies look fresh and innovative by partnering with you. Everyone wants to align with market makers.

I live by the business model that there is a better than, a less than, or a different than. Those are the three categories. I chose to be different than. The one that's different than will stand out with the proper work ethic.

Innovation keeps me ahead of my competition. It means that my foes must adapt to me, not the other way around.

We always enter markets where the leaders are not doing a great job, so we can go in and disrupt them by offering better quality services.

The cure for Apple is not cost-cutting. The cure for Apple is to innovate its way out of its current predicament.

Today, if you invent a better mousetrap, the government comes along with a better mouse.

In the private sector, there is always innovation. There's always change. There's always improving productivity, and if you're not leading that, you'll be passed and ultimately go out of business. So there's an urgency to constantly update and renew and to rethink your enterprise.

You've got to figure out how you're going to come in and significantly impact and redefine a market such that you become a market share leader in it.

I think Microsoft will have to change. I think that the business of Microsoft, the company of Microsoft, is going to continue to succeed. But I think the business model of Microsoft is going to have to change.

A company doesn't have to compete with Amazon. A company can instead innovate in sectors Amazon doesn't presently care about.

Disruption is a critical element of the evolution of technology - from the positive and negative aspects of disruption a typical pattern emerges, as new technologies come to market and subsequently take hold.

The principles of disruptive innovation are indeed intended to be guidelines to assist managers both in introducing disruptive innovations as well as identifying disruptive developments in their market.

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

You know, IBM was almost knocked out of the box by other types of computer software and manufacturing.

The trick is, a market has to be nonexistent when you start. If the market is large early on, you will have too many competitors. You have to make it large.