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You can increase the odds of spotting the weak points in your approach if you really think about the end-to-end business model you plan to follow - how you plan to create, capture, and deliver value.
Scott D. Anthony
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Scott D. Anthony
Age: 49
Born: 1975
Born: February 22
Value
Model
Create
Models
Values
Plan
Business
Increase
Spotting
Ends
Weak
Deliver
Really
Follow
Odds
Think
Approach
Capture
Thinking
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Points
More quotes by Scott D. Anthony
A next-generation innovation writer and thought leader worth watching.
Scott D. Anthony
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
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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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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People who live in more than two countries are more successful innovators.
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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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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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A spreadsheet for an innovative idea reports the mathematical relationship between made up numbers. You can't cash a spreadsheet.
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Any leader has two jobs to do. To do what they are currently doing better and more efficiently (call this strengthening the core), and to do what they are not currently doing but will need to do in the future (call this creating the new).
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You have to chip away at it and shape it to let the winning idea emerge.
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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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Have a core concept, but wrap it in a full business model.
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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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Successful strategies adhere to a basic pattern.
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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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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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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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If you work on a new product launch, spent time in a new geography, or work to develop a completely new skill, you have no choice but to figure out new ways to solve problems.
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So many people tell me that they aren't creative or they aren't innovative, and it's just not true.
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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.
Scott D. Anthony
