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People who copy what exists copy a point-in-time artifact, and if you are managing the process correctly you are already hard at work on the next thing.

Scott D. Anthony

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Scott D. Anthony
Age: 49
Born: 1975
Born: February 22
Hard
Correctly
Thing
Copy
Work
Copies
Time
Exists
People
Already
Point
Artifact
Process
Artifacts
Next
Managing

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I think the most important thing to do is to recognize the fundamentally different circumstances of pursuing growth.
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I've come to the conclusion that the core characteristic that separates companies that get innovation from those that don't is a simple word: curiosity.
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In my mind, so-called cultures of innovation really boil down to one word: curiosity.
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Mucken Singh works VERY hard on his brawler's physique!
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I have a fear right now that what I call the advertising-narcissism complex is sucking up way too much top talent.
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Think about how much it costs to learn more. Sometimes you want to build confidence by knocking off the easy things.
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Of course, it is worth it to take the time to think carefully through your assumptions, and ensure you at least have hypotheses around how you will create value. But use the analysis as a way to focus attention on the most critical assumptions, rather than spend a ton of time massaging the numbers.
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There is what Steve Blank calls the stage where you are searching for a scalable business model. Then, there is the stage when you have found that model and need to scale it. In the former stage you have to have a beginner's mind, be in learning mode, and expect to learn things you didn't anticipate.
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The most important thing here is to largely ignore what customers say, and instead watch what they do or track where they spend money.
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If you are a large company and you want to do something unique, you almost by definition have to tap onto the core business in some way. Otherwise you are going into a naked fight against startups, and that's just a tough place to be.
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Successful strategies adhere to a basic pattern.
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Good innovators are careful observers, network extensively, run experiments, ask lots of questions, and find ways to bring diverse ideas together. Overarching all of this is an intrinsic interest in working through puzzles.
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If you work on a new product launch, spent time in a new geography, or work to develop a completely new skill, you have no choice but to figure out new ways to solve problems.
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Companies get into grooves and they keep sharpening what they are doing, when in fact what they really need to do sometimes is to stop and do something completely differently.
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I think it is only in hindsight that you can determine whether something is a mistake or not.
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Of course if you are launching a new business you can thinking about revenues, profits, and so on, but metrics such as customer satisfaction or employee retention might be meaningful if you are focusing more internally.
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If you are trying to improve the performance of existing operations in known markets, it is an analytical problem where it's just a question of aligning your execution engine in the right way. If it is about creating something new and different, you can't derive the right answer analytically.
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Three of our core corporate values are inclusiveness, collaboration, and humility.
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Good innovators like to solve business crossword puzzles.
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The reality is customers lie - not because they want to want to deceive you, but because they don't do a good job of predicting what they will do in the future.
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