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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
Future
Jobs
Efficiently
Two
Strengthening
Better
Currently
Need
Core
Needs
Creating
Leader
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More quotes by Scott D. Anthony

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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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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 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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Successful strategies adhere to a basic pattern.
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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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You have to chip away at it and shape it to let the winning idea emerge.
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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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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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I think people make innovation much more complicated than it needs to be.
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Three of our core corporate values are inclusiveness, collaboration, and humility.
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It's very easy to skip steps when documenting an idea.
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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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Innovation is doubly hard inside big companies.
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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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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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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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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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Almost every disruption starts at the perceived fringes of today's market.
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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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You have to make the decision about whether you want to avoid or you want to overcome the resistance.
Scott D. Anthony