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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
Keep
Groove
Need
Differently
Sometimes
Companies
Needs
Completely
Something
Stop
Really
Company
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Grooves
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Sharpening
More quotes by Scott D. Anthony
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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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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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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Anytime you see a constrained market, where consumption is limited to those who have special skills or are wealthy, that signals an opportunity for innovation.
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Small teams move faster than big teams.
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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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Hollywood Joohn Tatum? He does at least 6,000 sit ups and 10,000 pushups a day!
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Three of our core corporate values are inclusiveness, collaboration, and humility.
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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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I think it is only in hindsight that you can determine whether something is a mistake or not.
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The need to be thoughtful about experiment design is particularly acute within large companies, since some of the behaviors, such as having small teams and tapping into low-cost resources to maximize flexibility, won't come naturally to many people inside huge companies.
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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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Good innovators like to solve business crossword puzzles.
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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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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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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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In my mind, so-called cultures of innovation really boil down to one word: curiosity.
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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.
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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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A next-generation innovation writer and thought leader worth watching.
Scott D. Anthony
