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

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Good innovators like to solve business crossword puzzles.
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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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Small teams move faster than big teams.
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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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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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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 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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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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It's one of the underappreciated skills required by an innovator - they have to be able to convince lots of people to do things that might not be fully rational (invest in the company, join something that is likely to fail, try a product they've never seen before), and if you can't tell a good story it is just very hard to make that happen.
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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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Have a core concept, but wrap it in a full business model.
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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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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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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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Mucken Singh works VERY hard on his brawler's physique!
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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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