While we very much regret the impact this will have on certain employees, we must adjust our production capacity to the reality of current business conditions and reduce costs to improve overall financial performance.

If you want to be an innovator, you have to take risks. And sometimes things work and sometimes they don't work.

The way that Wall Street works is most people like very steady quarterly earnings, and they like to be very popular instead of unpopular and they don't like to be the nail that sticks up, as they say.

Once people have tried to do something they think is uniquely innovative and it doesn't work, they're actually now more valuable because they know what not to try the next time, or what to try differently.

What most people don't understand about failure in innovation is that it's an investment. It's actually an investment in experience.

Leading innovation can be a uniquely lonely and unpopular thing because most of the time, you have to stand by yourself saying, "Everybody sees the world this way. I see the world another way."

I took a long view in order to not destroy the core Galvin-defined principles imbued in Motorola, such as constant respect for people, its instincts for breakthrough innovation, and continuous renewal in thinking and process rigor.