Innovation quotes

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Alistair_Cockburn

People Characteristics

"People, as active devices, have success modes and failure modes. The following are the main ones that I have named and used to date:
1. People are communicating beings, doing best face-to-face, in person, with real-time question and answer.
2. People have trouble acting consistently over time.
3. People are highly variable, varying from day to day and place to place.
4. People generally want to be good citizens, are good at looking around, taking initiative, and doing 'whatever is needed' to get the project to work.
There are other characteristics that I won’t expand here:
- People need both think time and communicating opportunities...
- People work well from examples...
- People prefer to fail conservatively than to risk succeeding differently; prefer to invent than to research, can only keep a small amount in their heads, and do make mistakes, and find it hard to change their habits.
- Individual personalities easily dominate a project.
- A person’s personality profile strongly affects their ability to perform specific assignments."
Keywords: People_quotes Success_quotes Failure_quotes Communication_quotes Proximity_quotes Real_Time_quotes Question_quotes Consistency_quotes Time_quotes Variability_quotes Citizen_quotes Good_quotes Observation_quotes Flexibility_quotes Altruism_quotes Conservative_quotes Initiative_quotes Project_quotes Risk_quotes Differences_quotes Invention_quotes Innovation_quotes Research_quotes Thinking_quotes Habit_quotes Personality_quotes Ability_quotes Limitation_quotes Consciousness_quotes Cognition_quotes Mistake_quotes Hard_quotes Domination_quotes Assignment_quotes Active_quotes Device_quotes Mode_quotes Beings_quotes Face_quotes Person_quotes Answer_quotes Trouble_quotes Day_quotes Place_quotes Look_quotes Need_quotes Work_quotes Characteristic_quotes Opportunity_quotes Example_quotes Fail_quotes Head_quotes Change_quotes Profile_quotes Affect_quotes Perform_quotes

C_West_Churchman

Not a Bad Idea

"The systems approach is not a bad idea."
  • Source: C. West Churchman in the book The Systems Approach (1968), p. 232.
Keywords: System_quotes Idea_quotes Approach_quotes Innovation_quotes Bad_quotes

Melvin_Conway

Conway's Law

"Organizations which design systems are constrained to produce designs which are copies of the communication structures of these organizations."
Keywords: Organization_quotes System_quotes Design_quotes Communication_quotes Innovation_quotes Law_quotes Constrain_quotes Produce_quotes Copy_quotes Structure_quotes

Edward_Emil_David

Software Risks

“There are good reasons why software tasks that include novel concepts involve not only uncalculated but also uncalculable risks.”
Keywords: Reason_quotes Software_quotes Innovation_quotes Calculation_quotes Risk_quotes Task_quotes Novel_quotes Concept_quotes Uncalculable_quotes

Tom_DeMarco and Tim_Lister

Cheeseburgers

"Development is inherently different from production. But managers of development and allied efforts often allow their thinking to be shaped by a management philosophy derived entirely from a production environment.
Imagine for the moment that you’re the manager of the local fast food franchise. It makes perfect sense for you to take any or all of the following efficient production measures:
- Squeeze out error. Make the machine (the human machine) run as smoothly as possible.
- Take a hard line about people goofing off on the job.
- Treat workers as interchangeable pieces of the machine.
- Optimize the steady state. (Don’t even think about how the operation got up to speed, or what it would take to close it down.)
- Standardize procedure. Do everything by the book.
- Eliminate experimentation—that’s what the folks at headquarters are paid for.
These would be reasonable approaches if you were in the fast food business (or any production environment), but you’re not. The 'make a cheeseburger, sell a cheeseburger' mentality can be fatal in your development area. It can only serve to damp your people’s spirits and focus their attention away from the real problems at hand. This style of management will be directly at odds with the work.
To manage thinking workers effectively, you need to take measures nearly opposite those listed above."
  • Source: Book: Entitled: Peopleware: Productive Projects and Teams. Edition: 3rd. Written by: Tom DeMarco; Tim Lister. Date published: 1987; 1999; 2013. Publisher: Addison-Wesley. Country: USA; GBR; CAN; DEU; FRA; ESP; ZAF; AUS; JPN; SGP; MEX. Language: en. ISBN: ISBN-13: 978-0-321-93411-6 (alk paper); 0-321-93411-3 (alk paper). Chapter: 2 (Make a Cheeseburger, Sell a Cheeseburger).
Keywords: Cheeseburger_quotes Differences_quotes Production_quotes Development_quotes Manager_quotes Management_quotes Thinking_quotes Philosophy_quotes Environment_quotes Fast_Food_quotes Efficiency_quotes Error_quotes Machine_quotes Humanity_quotes Job_quotes Work_quotes Goofing_Off_quotes Worker_quotes Interchangeable_quotes Fungibility_quotes Status_Quo_quotes Optimization_quotes Change_quotes Steady_State_quotes Innovation_quotes Standards_quotes Book_quotes Experiment_quotes Headquarter_quotes Mentality_quotes Fatal_quotes Damp_quotes Imagination_quotes Steady_quotes State_quotes Eliminate_quotes Reason_quotes Make_quotes Sell_quotes Problem_quotes Effective_quotes Opposite_quotes

Edsger_Wybe_Dijkstra

Dijkstra Algorithm

“What is the shortest way to travel from Rotterdam to Groningen, in general: from given city to given city. It is the algorithm for the shortest path, which I designed in about twenty minutes. One morning I was shopping in Amsterdam with my young fiancée, and tired, we sat down on the café terrace to drink a cup of coffee and I was just thinking about whether I could do this, and I then designed the algorithm for the shortest path. As I said, it was a twenty-minute invention. In fact, it was published in ’59, three years late. The publication is still readable, it is, in fact, quite nice. One of the reasons that it is so nice was that I designed it without pencil and paper. I learned later that one of the advantages of designing without pencil and paper is that you are almost forced to avoid all avoidable complexities. Eventually that algorithm became, to my great amazement, one of the cornerstones of my fame.”
  • Source: Dijkstra (2001), in an interview with Philip L. Frana. (OH 330; Communications of the ACM 53(8):41–47)
Keywords: Short_quotes Travel_quotes City_quotes Path_quotes Coffee_quotes Thinking_quotes Algorithm_quotes Invention_quotes Innovation_quotes Publication_quotes Pencil_quotes Paper_quotes Complexity_quotes Fame_quotes Design_quotes Advantage_quotes Amazement_quotes Cornerstone_quotes

David_E_Nye

Technology Contested

“Technologies are contested terrains. World's fairs, spectacular lighting, and media events all have changed in response to shifting public tastes. Americans had divided reactions to the Apollo Space Program, and they created divergent narratives to understand computers, the electrification of society, and the meanings of energy sources. Technologies are contested, and a close reading of such events... reveals not hegemonic control but a welter of meanings. The public understands technology not as one-dimensional agents of change, but as both enabling and disabling innovations.”
  • Source: A book. Written by David E. Nye. Entitled 'Narratives and Spaces'. Published in 1997 by Univerity of Exeter Press, Exeter, UK. Hardback ISBN 0-85989-555-6. Paperback ISBN 0-85989-556-4. Introduction, page 3.
Keywords: Technology_quotes Contested_quotes Terrain_quotes World_quotes Fair_quotes Spectacular_quotes Lighting_quotes Media_quotes Event_quotes Change_quotes Response_quotes Public_quotes Taste_quotes American_quotes Divide_quotes Reaction_quotes Apollo_quotes Space_quotes Program_quotes Create_quotes Divergent_quotes Narrative_quotes Understand_quotes Computer_quotes Electrification_quotes Society_quotes Meaning_quotes Energy_quotes Hegemonic_quotes Control_quotes Welter_quotes One_quotes Dimension_quotes Agent_quotes Enable_quotes Disable_quotes Innovation_quotes

Abraham_Pais

Speculation

“Physicists, good physicists, enjoy scientific speculation in private, but tend to frown upon it when done in public. They are conservative revolutionaries, resisting innovation as long as possible at all intellectual cost, but embracing it when the evidence is incontrovertible - or, if they do not, physics tends to pass them by.”
Keywords: Physics_quotes Good_quotes Enjoy_quotes Speculation_quotes Privacy_quotes Frown_quotes Public_quotes Conservative_quotes Revolution_quotes Resistance_quotes Innovation_quotes Intellectualism_quotes Cost_quotes Embrace_quotes Evidence_quotes Incontrovertible_quotes Passing_quotes Science_quotes

Richard_Pascale

Efficiency and Variation

“Corporations, in the name of efficiency, suppress variation by 'getting all the ducks in line'. To optimize productivity, they evolve highly refined and internally consistent operating systems. Payoff results - as long as the music lasts. But in the face of nontraditional competitors or major environmental discontinuities, all that streamlining and reengineering limits diversity, suppresses self-organization by those closest to the disruptive change, and curtails a bottom-up emergent response to cope more effectively... Nothing fails like success. Over-adaptive organizations become inflexible. Disruptive change leaves them as helpless as a beached whale.”
  • Source: Richard T. Pascale, Jerry Sternin, Monique Sternin (2010). “The Power of Positive Deviance: How Unlikely Innovators Solve the World's Toughest Problems”, p.190, Boston, MA: Harvard Business Press
Keywords: Efficiency_quotes Corporation_quotes Suppress_quotes Variability_quotes Duck_quotes Optimization_quotes Productivity_quotes Evolution_quotes Refine_quotes Consistency_quotes Operating_System_quotes Pay_quotes Result_quotes Music_quotes Tradition_quotes Competition_quotes Major_quotes Environment_quotes Discontinuity_quotes Streamline_quotes Reengineering_quotes Engineering_quotes Limitation_quotes Diversity_quotes Self-Organization_quotes Organization_quotes Disruption_quotes Change_quotes Helpless_quotes Whale_quotes Line_quotes System_quotes Nontraditional_quotes Bottom-up_quotes Emergent_quotes Response_quotes Cope_quotes Effective_quotes Innovation_quotes Failure_quotes Success_quotes Over-adaptive_quotes Inflexible_quotes Beached_quotes

Alan_Perlis

Ideas and the Semantic Gulf

“So many good ideas are never heard from again once they embark in a voyage on the semantic gulf.”
Keywords: Idea_quotes Innovation_quotes Good_quotes Hearing_quotes Embark_quotes Voyage_quotes Semantic_quotes Gulf_quotes

Computing Fun

“I think that it's extraordinarily important that we in computer science keep fun in computing. When it started out, it was an awful lot of fun. Of course, the paying customers got shafted every now and then, and after a while we began to take their complaints seriously. We began to feel as if we really were responsible for the successful, error-free perfect use of these machines. I don't think we are. I think we're responsible for stretching them, setting them off in new directions, and keeping fun in the house. I hope the field of computer science never loses its sense of fun. Above all, I hope we don't become missionaries. Don't feel as if you're Bible salesmen. The world has too many of those already. What you know about computing other people will learn. Don't feel as if the key to successful computing is only in your hands. What's in your hands, I think and hope, is intelligence: the ability to see the machine as more than when you were first led up to it, that you can make it more.”
  • Source: Quoted in The Structure and Interpretation of Computer Programs by Hal Abelson, Gerald Jay Sussman and Julie Sussman (McGraw-Hill, 2nd edition, 1996).
Keywords: Thinking_quotes Importance_quotes Computer_Science_quotes Computing_quotes Fun_quotes Pay_quotes Customer_quotes Shaft_quotes Complaint_quotes Serious_quotes Responsibility_quotes Success_quotes Error_quotes Error-Free_quotes Perfect_quotes Machine_quotes Quality_quotes Defect_quotes Stretch_quotes Innovation_quotes New_quotes Direction_quotes House_quotes Field_quotes Loss_quotes Sense_quotes Missionary_quotes Evangelism_quotes Bible_quotes Salesman_quotes World_quotes Knowledge_quotes Learning_quotes Feel_quotes Key_quotes Hand_quotes Intelligence_quotes Ability_quotes Sight_quotes First_quotes Extraordinary_quotes Science_quotes Learn_quotes

Solomon

Nothing New Under the Sun

“...there is no new thing under the sun”
  • Source: Solomon (or Kohelet). Ecclesiastes 1:9, King James Version of the Bible
Keywords: New_quotes Sun_quotes Under_quotes Status_Quo_quotes Innovation_quotes Creativity_quotes

Patrick_Vlaskovits

Faster Horse

“However, even if Ford didn’t verbalize his thoughts on customers’ ostensible inability to communicate their unmet needs for innovative products — history indicates that Henry Ford most certainly did think along those lines... Henry Ford froze the design of the Model T... Ford had no compelling reason to innovate in any other sphere other than cost and price reduction... But everything changed with the onset of the innovations introduced by General Motors in the 1920s, which took the direct opposite of Henry Ford’s tack of “Any color … so long as it is black” and is best summed up by Alfred Sloan’s consumer-research driven “A Car for Every Purse and Purpose”... In 1921, the Ford Motor Company sold about 2/3 of all the cars built in the U.S. By 1926, this share had fallen to approximately 1/3. And in 1927, when Ford belatedly responded (at tremendous financial cost and internal strife) to changes in the market’s tastes and competitive innovation by shutting down production temporarily to re-tool his factories and bring the Model A to the market, that percentage fell to about 15%... Yes, some customers in certain types of businesses are quite capable of verbalizing precisely what sort of innovative product one could build and sell them. And of course, customers in other types of businesses are wholly incapable of verbalizing, with any sort of fidelity whatsoever, what they need and why they need it. An innovator should have understanding of one’s customers and their problems via empirical, observational, anecdotal methods or even intuition. They should also feel free to ignore customers’ inputs. Because by now it should be clear that Ford’s adherence to his vision of the mass-market car and how to materialize that vision was instrumental in both his early success in growing Ford Motor Company as well as his later failure to respond in a timely and effective manner to rapid innovation in the marketplace.”'
Keywords: Ford(topic)_quotes Sloan(topic)_quotes Verbalize_quotes Thinking_quotes Customer_quotes Requirements_quotes Ostensible_quotes Inability_quotes Communication_quotes Unmet_quotes Need_quotes Innovation_quotes Product_quotes History_quotes Freeze_quotes Design_quotes Model_T_quotes Automobile_quotes Compel_quotes Sphere_quotes Cost_quotes Price_quotes Reduction_quotes Change_quotes General_Motors_quotes Consumer_quotes Research_quotes Opposite_quotes Color_quotes Black_quotes Car_quotes Purse_quotes Ford_Motor_quotes Build_quotes United_States_quotes Share_quotes Market_quotes Belated_quotes Respond_quotes Tremendous_quotes Financial_quotes Internal_quotes Strife_quotes Taste_quotes Competition_quotes Shut_quotes Production_quotes Tool_quotes Factory_quotes Model_A_quotes Percentage_quotes Type_quotes Business_quotes Capable_quotes Precise_quotes Sort_quotes Sell_quotes Incapable_quotes Fidelity_quotes What_quotes Why_quotes Understand_quotes Problem_quotes Empirical_quotes Observation_quotes Anecdotal_quotes Method_quotes Intuition_quotes Feel_quotes Free_quotes Ignore_quotes Input_quotes Clear_quotes Adherence_quotes Vision_quotes Mass_quotes Innovator_quotes Materialize_quotes Instrumental_quotes Success_quotes Early_quotes Grow_quotes Later_quotes Failure_quotes Timely_quotes Effective_quotes Manner_quotes Rapid_quotes Marketplace_quotes Horse_quotes Faster_quotes

Shoshana_Zuboff

Technology Leadership

“The questions that we face today are finally about leadership. Will there be leaders who are able to recognize the historical moment and the choices it presents? Will they find ways to create the organizational conditions in which new visions, new concepts, and a new language of workplace relations can emerge? Will they be able to create organizational innovations that can exploit the unique capacities of the new technology and thus mobilize their organization's productive potential to meet the heightened rigors of global competition? Will there be leaders who understand the crucial role that human beings from each organizational stratum can play in adding value to the production of goods and services? If not, we will be stranded in a new world with old solutions. We will suffer through the unintended consequences of change, because we have failed to understand this technology and how it differs from what came before.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 12. ISBN:0465032125.
Keywords: Technology_quotes Leadership_quotes History_quotes Choice_quotes Organization_quotes Vision_quotes Innovation_quotes Workplace_quotes Language_quotes Exploitation_quotes Potential_quotes Competition_quotes Global_quotes Human_Resources_quotes Production_quotes Goods_quotes Services_quotes World_quotes Obsolescence_quotes Change_quotes Suffering_quotes Stranded_quotes Consequence_quotes Unintentional_quotes Failure_quotes Understanding_quotes Differences_quotes Question_quotes Today_quotes Present_quotes Find_quotes Create_quotes Condition_quotes Concept_quotes Relation_quotes Emerge_quotes Unique_quotes Capability_quotes New_quotes Mobilize_quotes Height_quotes Rigor_quotes Leader_quotes Crucial_quotes Role_quotes Human_quotes Stratum_quotes Play_quotes Add_quotes Value_quotes Old_quotes Solution_quotes

Informating Innovation

“If the informating process is to be exploited for its competitive opportunities, then widely distributed mastery over the new intellective grounds of knowledge becomes an acute demand. For this to occur, organizational innovation is required.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 217. ISBN:0465032125.
Keywords: Informating_quotes Exploitation_quotes Competition_quotes Opportunity_quotes Intellectualism_quotes Knowledge_quotes Demand_quotes Organization_quotes Information_quotes Innovation_quotes

The Panopticon

“The Panopticon was an architectural innovation developed by the moral philosopher Jeremy Bentham. In Foucault's view, it is both a sign of and metaphor for this new disciplinary society. Bentham extolled the Panopticon as a technological triumph capable of exploiting the productive potential of those who had flouted, thwarted, or otherwise escaped social authority. His initial targets were convicts and paupers, though he did not fail to see the potential usefulness of the Panopticon for students, asylum inmates, and workers. The architectural plan conceived by Bentham was first constructed by his brother Samuel, an engineer, in 1787 for a factory at Critchef in Russia. It was later adapted to the problems of housing convicts and paupers. The structure consisted of a twelve-sided polygon formed in iron and sheathed in glass in order to create the effect of what Bentham called 'universal transparency.' A central tower, pierced with wide windows, opened onto the inner wall of the surrounding polygonal structure, which itself was divided into narrow cells extending across the width of the building. Each cell had a window on both the inner and outer walls, allowing light to cross it and illuminate all the inhabitants to an observer in the central tower, while that observer could not be seen from any one of the cells. Mirrors were fixed around the tower to direct extra light into these apartments.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 320. ISBN:0465032125.
Keywords: Panopticon_quotes Architecture_quotes Metaphor_quotes Innovation_quotes Discipline_quotes Society_quotes Technology_quotes Exploitation_quotes Potential_quotes Authority_quotes Convict_quotes Poverty_quotes Student_quotes Worker_quotes Transparency_quotes Observation_quotes Surveillance_quotes Develop_quotes Philosopher_quotes Bentham(topic)_quotes Foucault(topic)_quotes View_quotes Sign_quotes Extoll_quotes Triumph_quotes Capable_quotes Productive_quotes Flout_quotes Thwart_quotes Escape_quotes Target_quotes Pauper_quotes Fail_quotes See_quotes Potential_quotes Useful_quotes Asylum_quotes Inmate_quotes Plan_quotes Conceive_quotes Construct_quotes Housing_quotes Structure_quotes Consist_quotes Polygon_quotes Form_quotes Iron_quotes Sheath_quotes Glass_quotes Order_quotes Create_quotes Effect_quotes Universal_quotes Central_quotes Tower_quotes Pierce_quotes Wide_quotes Window_quotes Inner_quotes Wall_quotes Surround_quotes Divide_quotes Narrow_quotes Cell_quotes Extend_quotes Width_quotes Building_quotes Outer_quotes Light_quotes Allow_quotes Cross_quotes Illuminate_quotes Inhabitant_quotes Mirror_quotes Direct_quotes Extra_quotes Apartment_quotes

Technological Innovations

“History reveals the power of certain technological innovations to transform the mental life of an era -- the feelings, sensibilities, perceptions, expectations, assumptions, and, above all, possibilities that define a community. From the social influence of the medieval castle,' to the coming of the printed book, to the social and physical upheaval associated with the rise of the automobile -- each specific example serves to drive home a similar message. An important technological innovation is not usefully thought of as a unitary cause eliciting a series of discrete effects. Instead, it can be seen as an alteration of the material horizon of our world, with transformative implications for both the contours and the interior texture of our lives. Technology makes the world a new place...”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 388. ISBN:0465032125.
Keywords: History_quotes Power_quotes Technology_quotes Innovation_quotes Transformation_quotes Feeling_quotes Sensibility_quotes Perception_quotes Expectation_quotes Assumption_quotes Possibility_quotes Community_quotes Society_quotes Influence_quotes Castle_quotes Medieval_quotes Printing_quotes Book_quotes Physical_quotes Upheaval_quotes Automobile_quotes Thinking_quotes Causality_quotes Effect_quotes Alteration_quotes Material_quotes Life_quotes World_quotes Change_quotes Mental_quotes Life_quotes Message_quotes Unitary_quotes Elicit_quotes Series_quotes Discrete_quotes Horizon_quotes Transform_quotes Implication_quotes Contour_quotes Interior_quotes Texture_quotes New_quotes Place_quotes

Technology Change

“To fully grasp the way in which a major new technology can change the world... it is necessary to consider both the manner in which it creates intrinsically new qualities of experience and the way in which new possibilities are engaged by the often-conflicting demands of social, political, and economic interests in order to produce a 'choice.' To concentrate only on intrinsic change and the texture of an emergent mentality is to ignore the real weight of history and the diversity of interests that pervade collective behavior. However, to narrow all discussion of technological change to the play of these interests overlooks the essential power of technology to reorder the rules of the game and thus our experience as players. Moreover, these two dimensions of technological change, the intrinsic and the contingent, need to be understood, not separately, but in relation to one another. The same innovation that abstracts work and increases its intellectual content, thus enhancing the learning of lower level employees... can also, within the context of the choices by which it is adapted, be experienced as a new source of divisiveness and control.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 389. ISBN:0465032125.
Keywords: Technology_quotes Change_quotes World_quotes Consideration_quotes Intrinsic_quotes Quality_quotes Experience_quotes Possibility_quotes Conflict_quotes Demand_quotes Society_quotes Political_quotes Economics_quotes Interest_quotes Choice_quotes Concentration_quotes Emergence_quotes Thinking_quotes Mental_quotes History_quotes Diversity_quotes Collectivism_quotes Behavior_quotes Discussion_quotes Power_quotes Rule_quotes Game_quotes Play_quotes Contingent_quotes Understanding_quotes Relationship_quotes Innovation_quotes Abstraction_quotes Work_quotes Intellectualism_quotes Learning_quotes Employee_quotes Divisiveness_quotes Control_quotes Grasp_quotes Way_quotes Major_quotes New_quotes Manner_quotes Create_quotes Engage_quotes Texture_quotes Real_quotes Weight_quotes Pervade_quotes Narrow_quotes Overlook_quotes Reorder_quotes Player_quotes Dimension_quotes Increase_quotes Enhance_quotes Lower_quotes Level_quotes Context_quotes Adapt_quotes Source_quotes
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