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Most of the successful innovators and entrepreneurs in this book had one thing in common: they were product people. They cared about, and deeply understood, the engineering and design. They were not primarily marketers or salesmen or financial types; when such folks took over companies, it was often to the detriment of sustained innovation. “When the sales guys run the company, the product guys don’t matter so much, and a lot of them just turn off,” Jobs said. Larry Page felt the same: “The best leaders are those with the deepest understanding of the engineering and product design.”
Another key to fielding a great team is pairing visionaries, who can generate ideas, with operating managers, who can execute them. Visions without execution are hallucinations.
Throughout history the best leadership has come from teams that combined people with complementary styles.
One of Marissa Mayer’s first acts as CEO of Yahoo! was to discourage the practice of working from home, rightly pointing out that “people are more collaborative and innovative when they’re together.”
Even though the Internet provided a tool for virtual and distant collaborations, another lesson of digital-age innovation is that, now as in the past, physical proximity is beneficial. There is something special...about meetings in the flesh, which cannot be replicated digitally.
Innovation comes from teams more often than from the lightbulb moments of lone geniuses.
“The best and most effective way to lead is by letting people do things because they want to do them, not because you want them to.”
Innovation requires having at least three things: a great idea, the engineering talent to execute it, and the business savvy (plus deal-making moxie) to turn it into a successful product.
Innovation can be sparked by engineering talent, but it must be combined with business skills to set the world afire.
“A new idea comes suddenly and in a rather intuitive way,” Einstein once said, “but intuition is nothing but the outcome of earlier intellectual experience.”