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Almost every disruption starts at the perceived fringes of today's market.

Scott D. Anthony

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Scott D. Anthony
Age: 49
Born: 1975
Born: February 22
Market
Almost
Today
Every
Fringes
Disruption
Fringe
Perceived
Starts

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Mucken Singh works VERY hard on his brawler's physique!
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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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The sad truth is as difficult as the first mile can be for entrepreneurs, it is doubly tough inside most large companies as innovators can face some significant headwinds.
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Good innovators like to solve business crossword puzzles.
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We've got some great big problems in our world. We have to figure out how to feed 10 billion people. Too many people can't access clean water, quality healthcare, and reasonable education. We have to figure out what to do about climate change, income inequality, and more. Innovators need to rise to the challenge!
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There's a general belief that failure is the friend of the innovator, but I've come to view it a different way.
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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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I think the most important thing to do is to recognize the fundamentally different circumstances of pursuing growth.
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So many people tell me that they aren't creative or they aren't innovative, and it's just not true.
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People who live in more than two countries are more successful innovators.
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In my mind, so-called cultures of innovation really boil down to one word: curiosity.
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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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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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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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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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Successful strategies adhere to a basic pattern.
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Have a core concept, but wrap it in a full business model.
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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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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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Innovation is doubly hard inside big companies.
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