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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.

Scott D. Anthony

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Scott D. Anthony
Age: 49
Born: 1975
Born: February 22
Lying
Future
Jobs
Reality
Good
Predicting
Deceive
Deceiving
Customers

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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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People who copy what exists copy a point-in-time artifact, and if you are managing the process correctly you are already hard at work on the next thing.
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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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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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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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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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Three of our core corporate values are inclusiveness, collaboration, and humility.
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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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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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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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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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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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You have to make the decision about whether you want to avoid or you want to overcome the resistance.
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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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A next-generation innovation writer and thought leader worth watching.
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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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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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In my mind, so-called cultures of innovation really boil down to one word: curiosity.
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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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