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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
Fact
Grooves
Facts
Sharpening
Keep
Groove
Need
Differently
Sometimes
Companies
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Completely
Something
Stop
Really
Company
More quotes by Scott D. Anthony
I think people make innovation much more complicated than it needs to be.
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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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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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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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Good innovators are careful observers, network extensively, run experiments, ask lots of questions, and find ways to bring diverse ideas together. Overarching all of this is an intrinsic interest in working through 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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I think the most important thing to do is to recognize the fundamentally different circumstances of pursuing growth.
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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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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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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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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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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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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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Almost every disruption starts at the perceived fringes of today's market.
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A next-generation innovation writer and thought leader worth watching.
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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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So many people tell me that they aren't creative or they aren't innovative, and it's just not true.
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Innovation is doubly hard inside big companies.
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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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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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