Brian Krzanich Quotes

We are not concerned about innovation shifting from the U.S. I still believe that the U.S. still has capabilities for innovation.

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

No one has ever been able to stop the process and evolution of technology, not even I.B.M. That is going to continue. Those who grab it and move ahead with it will determine the future in this industry.

We were in the market ahead of competition. We brought new products on the market ahead of competition. We rolled out our networks. We begged, borrowed, stole, put things out. And while they were never near perfect, they were first. And that gave us, to my mind, a lot of advantage.

As companies become bigger, the global environment more competitive, and the rate of disruptive technological innovation ever faster, the value to shareholders of attracting the best possible CEO increases correspondingly.

You either innovate or you become defunct.

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.

What's important for all of us as chip companies is to keep the innovation going: putting out new products, figuring out how we connect these complex systems.

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.

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.

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

The guy with the competitive advantage is the one with the best technology.

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

We, we - as I say, we go in and shake up other industries and I think, you know, we do it differently and I think that industries are not quite the same as a result of Virgin attacking the market.

Every company that made computers when we started the Mac, they're all gone.

True disruption means threatening your existing product line and your past investments. Breakthrough products disrupt current lines of businesses.

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.

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

There's this famous observation that I totally believe: Great startup ideas are the ones that lie in the intersection of the Venn diagram of 'is a good idea' and 'looks like a bad idea.' So you want most people to think it's a bad idea and thus not compete with you until you get giant. But for it to secretly be good.

The only thing that scares me in the tech area is that it moves so fast that you have to be ready to invest in 20 things. Because if you just invest in one, next week, somebody has a better mousetrap, and you get taken to the cleaners.

Management innovation is going to be the most enduring source of competitive advantage. There will be lots of rewards for firms in the vanguard.

As in any technological revolution, there will be winners and losers. On balance, everyone will come out ahead, although there will be particular companies that will not be able to cope with a new environment.

Innovation is the central issue in economic prosperity.

There are three types of innovations that affect jobs and capital: empowering innovations, sustaining innovations and efficiency innovations.