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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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I think people make innovation much more complicated than it needs to be.
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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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You have to make the decision about whether you want to avoid or you want to overcome the resistance.
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Small teams move faster than big teams.
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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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People who live in more than two countries are more successful innovators.
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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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I think it is only in hindsight that you can determine whether something is a mistake or not.
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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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The reality is customers lie - not because they want to want to deceive you, but because they don't do a good job of predicting what they will do in the future.
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You have to chip away at it and shape it to let the winning idea emerge.
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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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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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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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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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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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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).
Scott D. Anthony
