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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.

Scott D. Anthony

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Scott D. Anthony
Age: 49
Born: 1975
Born: February 22
Execution
Analytically
Answers
Operations
Aligning
Known
Improve
Analytical
Problem
Performance
Derive
Right
Performances
Engine
Different
Answer
Engines
Trying
Creating
Markets
Something
Existing
Way
Question

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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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In my mind, so-called cultures of innovation really boil down to one word: curiosity.
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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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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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You have to make the decision about whether you want to avoid or you want to overcome the resistance.
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Innovation is doubly hard inside big companies.
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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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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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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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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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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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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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Three of our core corporate values are inclusiveness, collaboration, and humility.
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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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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'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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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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Good innovators like to solve business crossword puzzles.
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