Innovation

Reflect on the 1950s when computers occupied vast air-conditioned rooms filled with vacuum tubes. This gradually transitioned to smartphones we can hold in our palms. The trajectory is clear: technology is getting intimately closer to us. I envision its next iteration as smart glasses or even smart contact lenses, offering an augmented layer over our perception.

Communications scholar and pioneer in media effects research and digital divide studies

An example of this successful approach was our first enterprise private 5G launch, which we achieved remarkably fast – from ideation to market-ready delivery in just six weeks. This achievement highlights the effectiveness of our strategy in driving innovation at speed.

In my role, I assess new investments and innovations not just through financial lenses but also considering their societal and environmental impacts. This broader perspective is a key difference from the shareholder-centric approach. Another notable distinction is the focus in Silicon Valley on technological superiority, whereas in Japan, there's an intense emphasis on delivery quality and the customer and employee experience.

There's an entirely different category of knowledge, the utility of which isn't immediately apparent. This category is equally, if not more, crucial, especially for those aspiring to make creative or innovative strides. Hence, it's beneficial to enrich our lives with diverse experiences and knowledge outside of our professional sphere.

Author of "The Tipping Point" & Popular Cultural Theorist

At Stanford University School of Medicine, we seek individuals who are not only masters in their current roles but also visionaries passionate about shaping the future of their fields. We value those who strive to turn their visions into reality. Moreover, we prioritise collaboration. It's crucial to have team members who, while honing their skills daily, are also bold enough to think outside the box—or even question its existence.

Dean of Stanford School of Medicine & cardiovascular researcher

Video games are a medium through which we explore the nature and implications of computers. Recalling the early days of computers, large mainframes were used for serious tasks like missile trajectory calculations during the day. At night, enthusiasts would experiment with these machines, conjuring imaginary worlds of cave networks or empires, continuously discovering more engaging problems.

Game designer and NYU professor known for game theory and interactive entertainment

Currently, we find ourselves at a fascinating juncture technologically, where advancements have vastly expanded our capabilities to manage and interpret large-scale data. Computational methods have now surpassed human abilities in certain areas, a milestone that, until as recently as last year, seemed distant. This achievement indicates that the expense associated with intelligent data processing is decreasing.

Without the capability to take calculated risks, offering access to capital becomes nearly impossible. Charity, with its limitations and lack of accountability, rarely leads to significant change. However, the landscape is shifting with the advent of digital transactions. The digitisation of money movement, transitioning from cash to digital, allows for traceability. This traceability generates data, which can be analysed to inform decisions.

So much of silence is about perpetuating the status quo, reinforcing what someone or dominant groups within an entity or organization have deemed appropriate, good, polite. Being different inherently exposes you to vulnerability; you're pushing against everything that the forces of mimicry urge you to do, which is to conform. Yet, we also recognize that innovation is impossible without differing opinions.

I realised that games are a potent medium for crafting artificial experiences, offering an unparalleled avenue for exploration and learning. This realisation cemented my ambition to create games, driven by the belief in their profound capacity to encapsulate and convey experiences.

Founder of Electronic Arts (EA) and 3DO Company

By 1970, with a budding awareness of computers, I envisioned a future where the cumbersome administrative tasks of gaming could be offloaded to computers, transforming gameplay into something as visually captivating as television but with the added allure of interactivity. My vision was clear: to merge the engagement of gaming with the visual appeal of TV, thereby revolutionising how we play.

Founder of Electronic Arts (EA) and 3DO Company

The future is already here, it's just not evenly distributed. There are many ways of living in the future or catapulting yourself into it, but the first order of business is to get out of the present.

Venture capitalist and early-stage investor, founder of Founders Fund

My favourite question when evaluating a startup idea is, 'Is this from the future?' I'm not interested in your ideas about the future; I want to understand why you are living in it today. Why are you living in a different future right now than other people are?

Venture capitalist and early-stage investor, founder of Founders Fund

If you want to have a great startup idea, don't try to think of a startup. If you focus on creating a startup, you'll be grounding yourself in the present, studying customers living in the present, their problems in the present, and their unmet needs in the present. You want to define a future market by living in the future.

Venture capitalist and early-stage investor, founder of Founders Fund

Most of the time, startup ideas don't work. Most of the time, the world stays as it is. The status quo has an advantage; it has a built-in upper hand. For a startup to win, it has to be not merely better than what's there; it has to propose something radically different, something that never could have existed before, something that can't be compared to anything that's happened.

Venture capitalist and early-stage investor, founder of Founders Fund

Highly creative individuals tend to habituate more slowly. This slower habituation means that information stays in their minds longer, which can be distracting but also beneficial. The extended presence of information allows different bits of knowledge to collide and interact, leading to new ideas.

Neuroscientist known for research on optimism bias and decision-making