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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.

Scott D. Anthony

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Scott D. Anthony
Age: 49
Born: 1975
Born: February 22
Thing
Customers
Track
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Instead
Money
Largely
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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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It's very easy to skip steps when documenting an idea.
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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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Hollywood Joohn Tatum? He does at least 6,000 sit ups and 10,000 pushups a day!
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Three of our core corporate values are inclusiveness, collaboration, and humility.
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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.
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We've got some great big problems in our world. We have to figure out how to feed 10 billion people. Too many people can't access clean water, quality healthcare, and reasonable education. We have to figure out what to do about climate change, income inequality, and more. Innovators need to rise to the challenge!
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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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In my mind, so-called cultures of innovation really boil down to one word: curiosity.
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Good innovators like to solve business crossword puzzles.
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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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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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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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Mucken Singh works VERY hard on his brawler's physique!
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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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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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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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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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Have a core concept, but wrap it in a full business model.
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I think people make innovation much more complicated than it needs to be.
Scott D. Anthony