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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
Instead
Money
Largely
Important
Ignore
Thing
Customers
Track
Spend
Watches
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I have a fear right now that what I call the advertising-narcissism complex is sucking up way too much top talent.
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It's very easy to skip steps when documenting an idea.
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Innovation is doubly hard inside big companies.
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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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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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I think the most important thing to do is to recognize the fundamentally different circumstances of pursuing growth.
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You have to chip away at it and shape it to let the winning idea emerge.
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In my mind, so-called cultures of innovation really boil down to one word: curiosity.
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Three of our core corporate values are inclusiveness, collaboration, and humility.
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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'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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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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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 think people make innovation much more complicated than it needs to be.
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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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There is what Steve Blank calls the stage where you are searching for a scalable business model. Then, there is the stage when you have found that model and need to scale it. In the former stage you have to have a beginner's mind, be in learning mode, and expect to learn things you didn't anticipate.
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Have a core concept, but wrap it in a full business model.
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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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