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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

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Scott D. Anthony
Age: 49
Born: 1975
Born: February 22
Better
Currently
Need
Core
Needs
Creating
Leader
Call
Future
Jobs
Efficiently
Two
Strengthening

More quotes by Scott D. Anthony

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A next-generation innovation writer and thought leader worth watching.
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Three of our core corporate values are inclusiveness, collaboration, and humility.
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I think people make innovation much more complicated than it needs to be.
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It's very easy to skip steps when documenting an idea.
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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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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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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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Have a core concept, but wrap it in a full business model.
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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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Almost every disruption starts at the perceived fringes of today's market.
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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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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.
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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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There's a general belief that failure is the friend of the innovator, but I've come to view it a different way.
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In my mind, so-called cultures of innovation really boil down to one 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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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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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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Innovation is doubly hard inside big companies.
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You have to make the decision about whether you want to avoid or you want to overcome the resistance.
Scott D. Anthony