Alan Cooper Quotes

Create something, sell it, make it better, sell it some more and then create something that obsoletes what you used to make.

I want to create an environment where I can create technology, get it into the hands of someone to market it, and move on to other technologies so I can keep innovating. I want to be a serial entrepreneur: Incubate an idea, get it to a good state, and make that an enabler to get to the next state. It's every researcher's fantasy.

To turn really interesting ideas and fledgling technologies into a company that can continue to innovate for years, it requires a lot of disciplines.

The thing about startups is you can make it, and if it's wrong you can remake it, and you can build a team that you want to have, a product that you want to have. You're utterly focused on your users or your customers and their needs, and trying to figure out how to meet those needs.

When we launch a product, we're already working on the next one. And possibly even the next, next one.

Start with something simple and small, then expand over time. If people call it a 'toy' you're definitely onto something.

We shouldn't be afraid to fail- if we are not failing we are not pushing. 80% of the stuff in the studio is not going to work. If something is not good enough, stop doing it.

You've got to stay super focused on shipping product. There isn't a version two or three if there isn't a great version one.

Start-ups should be hunch-driven early on and data-driven as they scale.

My goal wasn't to make a ton of money. It was to build good computers.

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

Normal people … believe that if it ain't broke, don't fix it. Engineers believe that if it ain't broke, it doesn't have enough features yet.

We generally acquire a company every three to four weeks on average. And so it's a rare month that there's not a company being bought. We typically buy for technology and really great people.

Taking a great new idea with an entrepreneurial team that wants to create something significant and trying to build a real company is what is interesting.

We struggle with the right words to describe the design process at Apple. But it is very much about designing and prototyping and making.

For decades, technology entrepreneurship has been revered, and people like Steve Jobs and Elon Musk were heroes.

As a student, I had a hobby of inventing new ideas for products. For me, thinking of new businesses is like inventing new products.

All the biggest companies are based on a founder who had a need, hacked it together, and said, 'Hey, other people might want this.'

I think anyone who makes products has this simultaneous joy and, almost, shame looking at it. You look at it all day, and all you can see is all these things you want to make better.

I said from the very beginning, 'Yahoo should position itself as a technology innovation company, not as a media company.'

I don't invest in ideas because ideas are a dime a dozen. I could steal the idea pretty quickly.

Startups have finite time and resources to find product/market fit before they run out of money. Therefore startups trade off certainty for speed, adopting 'good enough decision making' and iterating and pivoting as they fail, learn, and discover their business model.

The reason why the Wright brothers were successful wasn't because they had the most resources, but because they understood how invention works. You have to iterate quickly, and you should be prepared to fail. Because things often don't go as planned.

It's important for founders to think about how they would build their company from scratch - again.

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