Time to Market Quotes

I've long believed that if you're not embarrassed by your first product release, you've released too late.

Get your product into users' hands as quickly as possible and incorporate the crowd's feedback to iterate. Your customers will provide the data you need to chart the best course for your company and bury any competitor that goes it alone.

At Square, we got our tech up and running in three weeks, but it took us 18 months to get licenses, banking relationships and everything else we needed to be able to move money. We had to partner up with major companies to do it.

Device makers, especially consumer-focused ones, have been the Achilles' heel of IoT security. These vendors have often viewed proper security implementations as extra cost, complexity, and time-to-market burdens with an unclear payoff.

Not only because the product wasn't a great product, but remember it took us five or six years to ship it. Then we had to sort of fix it. That was what I might call Windows 7.

'Product life' is measured in months, not years, and as soon as you introduce a 'product,' understand that others in your business are going to reverse engineer it to duplicate the results after they circumnavigate the patents, the trademarks, and the intellectual property.

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

The merger of globalization and the I.T. revolution means new products are being phased in and out so fast that companies cannot afford to wait until the end of the year to figure out whether a team leader is doing a good job.

Firms that claim domain focus are late movers.

With the traditional six-month lead time on the delivery of international show content, designer collections can be outpaced by the so-called fast fashion chains. H&M, Topshop and Zara, or even Target and J. Crew, would have their versions for sale before the designer looks hit the stores.

In the technology world, you have to execute fast or you're out of business.

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

It's like this: The time between having an idea and its public launch is measured in days not months, weeks not years.

In the Asian marketplace, we need to come out with products every nine months, not every two years.

Auctomatic was a compressed start-up experience, going from start to launch to acquisition in under a year. We spent a long time building the product before getting our first customer, whereas with Stripe we made sure we had paying customers from the very start.

Price erosion in components is quite fast. If you can capitalize on that by bringing products to the market faster, you will actually gain a better margin realization.

The period of time between the uncovering of some fundamental scientific finding that underpinned a medical advance, and the realization of the corresponding advance in the form of a new drug or medical technique that improves the health of patients, is being continually hastened.

Books can now be on the stands within days from delivery of a formatted manuscript, and often are.

Convince the investor that you guys are moving fast and that this isn't some long slog... you're thinking about it like a startup where you can move fast and make mistakes.

In software speed to market, speed to learning is really key. In hardware if you screw it up you are dead. So accuracy really matters.

Internet and mobile product development cycles are measured in months, not years. And the capital required to get a product built and into the market is less than $1 million. And the returns, when things work out, can be enormous.