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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.
Scott D. Anthony
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Scott D. Anthony
Age: 49
Born: 1975
Born: February 22
Facts
Sharpening
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Sometimes
Companies
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Stop
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More quotes by Scott D. Anthony
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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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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I think the most important thing to do is to recognize the fundamentally different circumstances of pursuing growth.
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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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Three of our core corporate values are inclusiveness, collaboration, and humility.
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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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You have to chip away at it and shape it to let the winning idea emerge.
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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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Now, I worry a bit about the TEDification of the world where style trumps substance, so hopefully you have a good blend of both!
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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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A spreadsheet for an innovative idea reports the mathematical relationship between made up numbers. You can't cash a spreadsheet.
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All disruptive innovators make it easier and more affordable for people to do what matters to them, and follow a strategy that doesn't at first glance make sense to the market leader.
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Successful strategies adhere to a basic pattern.
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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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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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Make sure that you take the time to think about how other companies might respond to your idea, both those companies already in the market you plan to target as well as others that might imagine targeting that market.
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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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It's very easy to skip steps when documenting an idea.
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People who live in more than two countries are more successful innovators.
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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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