When does your next idea come? You don't really know yet, and therefore there's a lot of uncertainty associated with innovation companies. Most often, the true innovators have to stand all by themselves at the beginning and predict that the world will be different.

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.

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.

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."

We Galvins define leadership as 'taking people elsewhere.'

When does your next idea come? You don't really know yet, and therefore there's a lot of uncertainty associated with innovation companies. Most often, the true innovators have to stand all by themselves at the beginning and predict that the world will be different.

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.