James Jannard Quotes

Our approach at Apple has always been to make products we're proud to own and use ourselves.

The top principle for disruptive and sustaining innovation is that it has to have a laser focus on customers. Innovation begins with their needs and expectations.

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.

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

A product that wants to stand out needs different treatment.

Elon Musk should be at the top of the list of people to emulate when it comes to leading large organizations that are highly maneuverable and use it as a competitive advantage.

Advertising decisions are based on what's best for MyPillow, my employees and my customers.

Anyone can replicate a product. There are lots of brilliant minds out there that know how to code, but there's unique DNA to a brand. You cannot have a brand without people. That is the most important asset you will ever have.

When I see some of the work in the commercial PC sector, some of our top focus is in India.

The thing I learned from Travis Kalanick, Elon, and others is they don't spend their time thinking about competition. They think about what they're going to build next.

I think we operate in a very dynamic marketplace, and as such, we need to constantly innovate.

Everyone will always have ideas about how to make your work better. Everyone has advice about how to end your play differently. Start it differently. And it's not about right or wrong. At the end of the day, it's your baby, and you know what's best.

Whatever you do, whatever you come up with, whatever you decide on, you can go with it, and if the director or the execs, they like it, then you'll stick with it. That's a good thing, as opposed to having something that's already written.

Visionary CEOs are product- and business-model-centric and extremely customer focused.

My dad built his business by providing products he figured the customers would want.

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

Revenue is not where the focus of the company is at. We are focused on pushing out cool products like our analytics.

My experience in decision-making has shown that patterns are tough to break. In the military, we study an opponent, looking for gaps, flaws, or weaknesses that can be exploited. Successful leaders at all levels in all disciplines conduct this kind of analysis.

To gain the competitive edge, companies must master the ability to innovate.

You've got to start with the customer experience and work backwards to the technology. You can't start with the technology and try to figure out where you're going to sell it.

Any business that does not innovate will fail over time.

It's the business that you guys are in too. We try to get as much information as we can and make the best decisions that we can for the football team.

Men who think in lifetimes are of little use to statesmanship.

I think there's a need for somewhat of a mindset change. We need to have a consistent external focus. We've always had the research labs. We've always had the resources to be innovative, and we've been innovative in a number of businesses. But, in any big company, you have to constantly push people to look at markets and customers, rather than look internally at themselves.

Your job as CEO is to be the fastest person of the company.