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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
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Scott D. Anthony
Age: 49
Born: 1975
Born: February 22
Whether
Make
Overcome
Resistance
Overcoming
Avoid
Decision
More quotes by Scott D. Anthony
Small teams move faster than big teams.
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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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I think people make innovation much more complicated than it needs to be.
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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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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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Now, I worry a bit about the TEDification of the world where style trumps substance, so hopefully you have a good blend of both!
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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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A spreadsheet for an innovative idea reports the mathematical relationship between made up numbers. You can't cash a spreadsheet.
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It would be fun too to put some of the great philosophers and political scientists of the past couple centuries into a time machine, have them look at the world today, and see what they think. Imagine Schumpeter, Malthus, Hobbes, Nietzsche, Marx, and more! That would be good fun.
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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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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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A next-generation innovation writer and thought leader worth watching.
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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).
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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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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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Almost every disruption starts at the perceived fringes of today's market.
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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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Hollywood Joohn Tatum? He does at least 6,000 sit ups and 10,000 pushups a day!
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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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