Noreena Hertz Quotes

The leader of the market today may not necessarily be the leader tomorrow.

Nokia and Research in Motion needed a modern operating system. They could have bought Palm or Android before Google did, but they didn't. Today, it's probably too late, and at the time they would have been criticized for overpaying, but as they say - shift happens.

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

Did you know that Kodak actually invented the digital camera that ultimately put it out of business? Kodak had the patents and a head start, but ignored all that.

From a product development perspective, choosing whether a technology is disruptive at a potential moment is key.

We made the commitment internally to develop our own superior vapor product. We didn't buy a company outside, and we believe that Vuse is a superior and game-changing technology.

Design is a tool that either allows us to create new markets or disrupt existing ones.

If being the biggest company was a guarantee of success, we'd all be using IBM computers and driving GM cars.

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.

The biggest fear that I see is that we will be left behind. We are a very slow industry; for us to make a decision takes forever. Take Tesla: Elon moves at the speed of a rocket.

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.

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.

Management must take the lead in making obsolete its own products and services rather than waiting for a competitor to do so.

Out there in some garage is an entrepreneur who's forging a bullet with your company's name on it. You've got one option now - to shoot first. You've got to out innovate the innovators.

Our competitors outside Europe are manufacturing goods cheaper and better. Through innovation, other countries are producing new products which we do not make yet, but which we could.

You have to have great products out at the right time. It's difficult to go with one foot on the gas and the other a little bit on the brake.

Whether by design or circumstance, every startup will eventually get disrupted.

Our legacy platforms have served us well for decades, but we're running out of upgrades that will keep us ahead. Technology is changing too fast, and our enemies are too adaptable.

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.

If we launch a new product, we have to time it right. It's not about how soon you can do it but how well we can do it.

Many first-time founders fail to understand the difference between the potential of the Total Addressable Market (TAM) and the very finite subsection they can hope to capture. No company ever captures the entire market they pioneer. Innovation doesn't happen in a vacuum, and others will jump in from the moment you've identified the potential.

Each major wave of technology innovation has given rise to one or more super-unicorns - companies that could change your life to work at or invest in if you're not lucky/genius enough to be a co-founder.

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

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