Innovation Management Quotes

“As companies age they tend to become more reliant on extracting value from their past successes and less desirous of innovating. It's every CEO's job to ensure the company rejects this tendency and instead chooses to embrace both the capital of past success and the capital of present innovation.”
― Hendrith Vanlon Smith Jr

“The pace and ability at which an organization is able to effectively innovate will be the determining factor of competitiveness in the future. The future is now.”
― Kaihan Krippendorff

“The purpose of Innovation Management is to prepare everything to maximize the transformation of an idea to innovation, through well-prepared processes and structures.”
― Pearl Zhu, Digitizing Boardroom: The Multifaceted Aspects of Digital Ready Boards

“Innovation becomes possible only if people can step out of their comfort zone.”
― Pearl Zhu, Digital It: 100 Q&as

“Management innovation has both hard elements such as process and metrics; and soft elements such as communication and culture.”
― Pearl Zhu, Unpuzzling Innovation: Mastering Innovation Management in a Structural Way

“Innovation happens at the intersection of people, process, technology, customers, and business ecosystem.”
― Pearl Zhu, Digital It: 100 Q&as

“Do not take “ivory tower” style to manage innovation, and do not treat your innovation champion as the troublemaker as well.”
― Pearl Zhu, 100 Digital Rules

“Live with technology, not through technology.”
― Abhijit Naskar

“The call to disrupt the status quo has never been more louder!”
― Nicky Verd, Disrupt Yourself Or Be Disrupted

“As most managers never created a new business, how can you expect them to be innovative.”
― Gijs van Wulfen

“IT plays a significant role as a linchpin in knitting all critical pieces of the business into innovation competency.”
― Pearl Zhu, 100 IT Charms: Running Versatile IT to get Digital Ready

“Risk comes with the territory when you are breaking new ground. Learn how to evaluate and mitigate these risks rather than take away people’s power and autonomy.”
― Leena Patel, Raise Your Innovation IQ: 21 Ways to Think Differently During Times of Change

“Ideas are great. Execution rocks. Knowing the ROI amplifies the contributions of everyone involved and keeps stakeholders happy.”
― Leena Patel, Raise Your Innovation IQ: 21 Ways to Think Differently During Times of Change

“Companies that overlook the value of innovation or treat it frivolously will eventually get disrupted”
― Georgios Krasadakis, The Innovation Mode: How to Transform Your Organization into an Innovation Powerhouse

“If you want to be an effective leader, get comfortable fostering Fostered a culture of innovation, inclusion, collaboration and creativity.”
― Germany Kent

“The most important behavior on your part involves dedicating a disproportionate share of your own time, attention, and discretionary resources to creating new business models. Existing businesses, and the leaders in charge of them, face little difficulty in articulating their needs, building a case for their support, and attracting people. Entrepreneurial initiatives, on the other hand, are usually seen as marginal or unimportant in their early stages. Unless you personally allocate to them disproportionate attention, disproportionate resources, and disproportionate talent, they will get squeezed by the existing business to the extent that they never have a chance to take off. Your challenge is to provide counterpressure to the inertial forces that lead your people to constantly attend to the demands of today’s business.
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By disproportionate resources, we mean budget, access to operating capacity or operating assets, and, most vitally, the very best people. Ironically, these are the very resources that are highly desired by managers of the existing business, who are apt to hotly contest any other claim on them. Like the payment of disproportionate attention, the disproportionate allocation of resources to new business models has its costs. Every dollar and every hour of operations capacity allocated disproportionately to entrepreneurial initiatives is money and time denied the existing business. Disproportionate allocation must be a deliberate process, with commitment of resources being visibly recognized as a matter of strategic choice, not a struggle between long- and short-term goals.
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Finally, you must be prepared for your organization’s top talent to work on entrepreneurial initiatives. This can create a painful dilemma. When top talent works on an entrepreneurial initiative, the current business is weakened accordingly. However, if only mediocre talent is assigned to the difficult task of new business development, the ventures are doomed. Furthermore, allowing ventures to be run by mediocre people sends an even stronger signal to the rest of the business about your real priorities. The smart people in the firm will recognize that business development is not truly a priority for you, and they will organize their own priorities accordingly. The message: If you don’t walk the talk, only the dumb people will listen.”
― Rita Gunther McGrath, The Entrepreneurial Mindset: Strategies for Continuously Creating Opportunity in an Age of Uncertainty

“Success is not the absence of failure, but the courage to persist in spite of it.”
― Paul Eder, Firestarters: How Innovators, Instigators, and Initiators Can Inspire You to Ignite Your Own Life

“It's harder to go from 0 to 1 than from 1 to 10. You can scale and multiply what's there, but zero will remain zero no matter how hard it's multiplied.”
― Thomas Vato

“In the organizational transformation frontline, strategies or propensity to innovate must be a culture, not a venture”
― Anthony Obi Ogbo

“Innovation does not process itself”
― Anthony Obi Ogbo

“The biggest barrier to innovation is a lack of management buy-in.”
― Gijs van Wulfen

“In tech startups, FP&A (Financial Planning & Analysis) isn't just about numbers—it's the framework that aligns engineering efforts with market realities, preventing over investment in features that don't drive value.”
― Jason Hishmeh, The 6 Startup Stages: How Non-technical Founders Create Scalable, Profitable Companies