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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
Keep
Groove
Need
Differently
Sometimes
Companies
Needs
Completely
Something
Stop
Really
Company
Fact
Grooves

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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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Almost every disruption starts at the perceived fringes of today's market.
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You can increase the odds of spotting the weak points in your approach if you really think about the end-to-end business model you plan to follow - how you plan to create, capture, and deliver value.
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Innovation is doubly hard inside big companies.
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People who live in more than two countries are more successful innovators.
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It's very easy to skip steps when documenting an idea.
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A next-generation innovation writer and thought leader worth watching.
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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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Hollywood Joohn Tatum? He does at least 6,000 sit ups and 10,000 pushups a day!
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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.
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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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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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Good innovators like to solve business crossword puzzles.
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One of the biggest mistakes large companies make is creating innovation teams that mirror all the functions of the core business. Those teams make no progress because they spent forever updating each other on what they are doing versus really crushing the most critical problems they need to address.
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Mucken Singh works VERY hard on his brawler's physique!
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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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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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I find social media as fun and engaging as the next person, but imagine if all the creative talent that was pouring into finding increasingly clever ways for us to broadcast daily banality (and then serve ads based on what is learned) instead focused on some of the UN Millennium goals? The world would be a better place.
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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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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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