Dr. Tom Bradicich Quotes - CLICK HERE for more

“When seeking

“When predicting the success of an emerging technology, my initial view is based on it’s resultant business and use case benefits. I tend to use the technology’s alledged functional characteristics (or lack thereof), more so as a guide to why it might fail.”

“In the business of commercializing unfamiliar first mover products — it is sometimes wise to withhold a point of view until it has graduated from opinion to fact.”

“Innovation is either something new, or something nobody remembers. In the latter case, an early adopter is actually late.”

“To create a first mover, new product category (not just a new product), you must learn to thrive on others’ doubt.”

“Historic data commonly serves as strong evidence for convincing others that your future vision is sound. However, by definition, a first mover product has no history. Thus asserting and building on relevant past experiences helps create that missing history, and engenders confidence.”

A common mistake in new product category creation, is to assume the product’s ‘market demand’ is emerging. When in fact there is mature pent-up demand. In this case, it must be made clear that it’s the ‘new product’ that’s emerging, not the market and demand for the product. Making this error then restricts the new product to incubation status with inadequate investment, and thus missing the first-mover advantages.

The very first data set to be put in alphabetical order, is the alphabet itself.

You can’t create a new

The sources of data at the edge are older, faster, and bigger, than all other types of big data, combined.

The first-mover talks in terms of the present, because the first mover has already ‘moved’ - and in deployment and execution. The first-mover is unique among all others who must speak in terms of the future stating what they’re ‘going to do’ someday.”

“Many in the high tech industry are trained as engineers, including many in marketing and sales. And, engineers by nature and training have a low tolerance for ambiguity. Envisioning first-of-a-kind innovation is by nature replete with ambiguity. Herein lies the great challenge for the visionary in a high tech company.”

When creating a new product category, adoption is hastened if said product includes ‘same as before’, familiar characteristics. That is, when customers ask how something is done, you must be able to frequently say ‘same as before’. ‘Familiarity’ will counter the customer’s hesitation with the strangeness of a new product category.

Early in my career I was given the challenge of building the first notebook computer - that was both light enough to carry around, but had a battery life that lasted all day. At the time, this was a ‘mutually exclusive objective’. If you can solve a ‘mutually exclusive objective’, you can catapult your career, your company, and astound your customers.

Concerning vision for the future, the less instinct and innate judgement you have, the more you’ll be ‘data driven’.

With a successful product, it’s hard to know who really contributed to it, because both those involved and not involved talk boastfully about it. However, with an unsuccessful product, it’s quite easy to know at least who didn’t work on it, because they are the only ones that talk about it.

A new world is here, characterized by perpetual connectivity, pervasive computing, and precision control.