Innovation Barriers Quotes

Overregulation stifles creativity. It smothers innovation. It gives dinosaurs a veto over the future.

What we've been finding is that when you remove the barriers to innovation, you can actually hold costs down while lifting entrepreneurs up and getting better health results.

There's not enough competition and innovation in healthcare.

The PhD system is the real root of the evil of academic snobbery. People who have PhDs consider themselves a priesthood, and inventors generally don't have PhDs.

When we first started our internet company, 'China Pages', in 1995, and we were just making home pages for a lot of Chinese companies. We went to the big owners, the big companies, and they didn't want to do it. We go to state-owned companies, and they didn't want to do it. Only the small and medium companies really want to do it.

Radical innovation is difficult to fund. It seems scary. And the really radical things seem even more scary.

I'm always impressed with what young people can do before older people tell them it's impossible

Everybody believes in innovation until they see it. Then they think, 'Oh, no; that'll never work. It's too different.'

The IP standards advanced countries favour typically are designed not to maximise innovation and scientific progress, but to maximise the profits of big pharmaceutical companies and others able to sway trade negotiations.

Many people who try to do big bold things in the world find out it's not about the money or the technology: It's about the regulatory hurdles that will try and stop you.

At NIH, what tends to happen is that the proven researchers tend to get the money. New researchers, younger researchers, or people on the cutting edge don't get the money until they have gray beards.

The United States owes a great debt to its inventors. Far from being grateful to them, it places every obstruction in their way and makes it enormously difficult to secure a patent.

One of the hardest things a person who is new to the way of business thinking has to go through is the countless number of people who will say to you: "You can't do that.

Organizations, by their very nature are designed to promote order and routine. They are inhospitable environments for innovation.

We start from the presumption that our people are talented and want to contribute. We accept that, without meaning to, our company is stifling that talent in myriad unseen ways. Finally, we try to identify those impediments and fix them.

New insights fail to get put into practice because they conflict with deeply held internal images of how the world works...images that limit us to familiar ways of thinking and acting. That is why the discipline of managing mental models - surfacing, testing, and improving our internal pictures of how the world works - promises to be a major breakthrough for learning organizations.

The difficulty lies, not in the new ideas, but in escaping from the old ones.

Who can object to a monopoly when any new company, if it is built around a scientific nucleus, can create a new monopoly of its own by creating a wholly new field?

When I look around, I see a world of unrealized opportunities for improvements, an abundance of talented people able to take the risks necessary to make improvements, but a shortage of people and investors willing to take those risks.

It's important to remember that innovators in business don't always get a platform.

The fruits of science and innovation have nourished our society and economy for years, but nations unable to navigate our regulatory system are often excluded, as are vulnerable individuals.

I've seen it again and again in my consulting: Most teams are too large to be innovative, despite their leaders' best intentions.

Discovery can give no right of ownership, for whatever is discovered must have been already here to be discovered. If a man makes a wheelbarrow, or a book, or a picture, he has a moral right to that particular wheelbarrow, or book, or picture, but no right to ask that others be prevented from making similar things. Such a prohibition, though given for the purpose of stimulating discovery and invention, really in the long run operates as a check upon them.

Intuition is linear; our imaginations are weak. Even the brightest of us only extrapolate from what we know now; for the most part, we're afraid to really stretch.

Committees are consumers and sometimes sterilizers of ideas, rarely creators of them.