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.

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.

We Galvins define leadership as 'taking people elsewhere.'

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

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.

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

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.