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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
Almost
Today
Every
Fringes
Disruption
Fringe
Perceived
Starts
Market
More quotes by Scott D. Anthony
Everyone knows innovation involves developing unique understanding of a market, thinking expansively to develop a solution, and then finding a way to test rigorously and adapt quickly.
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You have to make the decision about whether you want to avoid or you want to overcome the resistance.
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You have to chip away at it and shape it to let the winning idea emerge.
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It's very easy to skip steps when documenting an idea.
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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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In my mind, so-called cultures of innovation really boil down to one word: curiosity.
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Hollywood Joohn Tatum? He does at least 6,000 sit ups and 10,000 pushups a day!
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Teams working on disruptive ideas need to be small enough that they can be fed by no more than two pizzas.
Scott D. Anthony
People who live in more than two countries are more successful innovators.
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It would be fun too to put some of the great philosophers and political scientists of the past couple centuries into a time machine, have them look at the world today, and see what they think. Imagine Schumpeter, Malthus, Hobbes, Nietzsche, Marx, and more! That would be good fun.
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Successful strategies adhere to a basic pattern.
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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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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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A spreadsheet for an innovative idea reports the mathematical relationship between made up numbers. You can't cash a spreadsheet.
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Innovation is doubly hard inside big companies.
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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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Any leader has two jobs to do. To do what they are currently doing better and more efficiently (call this strengthening the core), and to do what they are not currently doing but will need to do in the future (call this creating the new).
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Have a core concept, but wrap it in a full business model.
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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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