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Original visions are often wrong. Companies have to morph as they learn what customers don't want.

Guy Kawasaki

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Guy Kawasaki
Age: 70
Born: 1954
Born: August 30
Author
Businessperson
Entrepreneur
Evangelism Marketing
Marketing
Merchant
Silicon Valley
Honolulu
Hawaii
Guy Takeo Kawasaki
Customers
Vision
Company
Wrong
Morph
Learn
Visions
Often
Originals
Original
Companies

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Don’t be discouraged by the size of your network – inspire one person and you are doing good.
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You need to earn the right to promote.
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Enchantment can be done with writing but I think enchantment is basically a prospective or an operating system for life. That you can enchant a person who is assigning your airplane seat, your hotel room, your waiter, your waitress.
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The Future belongs to those who can spread ideas.
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The best reason to start an organization is to make meaning to create a product or service to make the world a better place.
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I want to know which idea you're going to kill yourself trying to make successful, not which ideas have crossed your idle mind.
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The self-edited author is as foolish as the self-medicated patient.
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Better to fail at doing the right thing than to succeed at doing the wrong thing.
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Happiness is temporary and fleeting. ... Joy is the right goal.
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Enchantment is the purest form of sales. Enchantment is all about changing people's hearts, minds and actions because you provide them a vision or a way to do things better. The difference between enchantment and simple sales is that with enchantment you have the other person's best interests at heart, too.
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Simple and to the point is always the best way to get your point across.
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Some things need to be believed to be seen.
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Luck favors the people who are willing to grind it out.
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People who earn the label creative are really just people who come up with more combinations of ideas, find interesting ones faster, and are willing to try them out. The problem is that most schools and organizations train us out of those habits.
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Steve Jobs has a saying that A players hire A players B players hire C players and C players hire D players. It doesn't take long to get to Z players. This trickle-down effect causes bozo explosions in companies.
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Best way to succeed is to do things for the customer, not to the competition. Very few people buy a product in order to help you hurt the competition. To think otherwise is lunacy.
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The two most important things about people on a revolutionary team are their ability and passion. Their educational level or work experience is meaningless--most of the engineers who did ground-breaking work of the Macintosh design didn't even graduate from college.
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It's hard to build community around mediocre and mundane writing.
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A 50-year-old company can innovate as well as two guys/gals in a garage.
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Customers can tell you how to evolve a product, but they can't show you how to make a leap.
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