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.

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

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.

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.

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.