The Galvins like to think about certain things that most people think are impossible, and then we like to engage a process to try to make them possible.

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.

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.

We Galvins define leadership as 'taking people elsewhere.'

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.

You have to give credit where credit's due. Steve [Jobs] has been probably the single hardware/software forward-looking thinker and executor in our lifetime as an individual. He's quite a brilliant innovator.

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