We are our choices. Build yourself a great story.
Jeff BezosRead
My view is there's no bad time to innovate.
Interpretation
Innovation should happen at all times, not just when it seems convenient.
Jeff Bezos emphasizes the importance of continuous innovation in business and life. He suggests that there are no inappropriate times for creativity and change, highlighting that seizing every opportunity to innovate can lead to greater success and improvement.
In practice
In a business seminar discussing the importance of adapting to market changes.
We are our choices. Build yourself a great story.
Work hard, have fun and make history.
If you're not stubborn, you'll give up on experiments too soon. And if you're not flexible, you'll pound your head against the wall and you won't see a different solution to a problem you're trying to solve.
But there's so much kludge, so much terrible stuff, we are at the 1908 Hurley washing machine stage with the Internet. That's where we are. We don't get our hair caught in it, but that's the level of primitiveness of where we are. We're in 1908.
Because, you know, resilience - if you think of it in terms of the Gold Rush, then you'd be pretty depressed right now because the last nugget of gold would be gone. But the good thing is, with innovation, there isn't a last nugget. Every new thing creates two new questions and two new opportunities.
When you are eighty years old, and in a quiet moment of reflection narrating for only yourself the most personal version of your life story, the telling that will be most compact and meaningful will be the series of choices you have made. In the end, we are our choices.
If the idea is really new and unique and big, other people will all think it is bad and is going to fail.
Optimism is an essential ingredient of innovation. How else can the individual welcome change over security, adventure over staying in safe places?
My definition of 'innovative' is providing value to the customer.
Just as producers often give consumers things they want but didn't think to ask for, consumers sometimes come up with surprising uses for new inventions. When a new product appears, it can uncover dissatisfactions and desires no one knew were there.
The way innovating companies are designed leaves ambiguities, overlaps, decision conflicts or decision vacuums in some parts of the organisation. People rail at this, curse it-and invent innovative ways to overcome it.
The innovative process is a fragile one, dependent on a complex, often messy interplay of imagination, competition, and exchange. Curbing new ideas hurts not only individual creators but the audience for which they create and the posterity that inherits their legacy.
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