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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
Way
Question
Existing
Answers
Execution
Analytically
Known
Operations
Aligning
Problem
Improve
Analytical
Right
Performance
Derive
Different
Performances
Engine
Trying
Answer
Engines
Something
Creating
Markets

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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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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 it is only in hindsight that you can determine whether something is a mistake or not.
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Make sure that you take the time to think about how other companies might respond to your idea, both those companies already in the market you plan to target as well as others that might imagine targeting that market.
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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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Have a core concept, but wrap it in a full business model.
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Innovation is doubly hard inside big companies.
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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 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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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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Small teams move faster than big teams.
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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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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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In my mind, so-called cultures of innovation really boil down to one word: curiosity.
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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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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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A next-generation innovation writer and thought leader worth watching.
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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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Almost every disruption starts at the perceived fringes of today's market.
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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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