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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
Thinking
Plans
Points
Value
Model
Create
Models
Values
Plan
Business
Increase
Spotting
Ends
Weak
Deliver
Really
Follow
Odds
Think
Approach
Capture

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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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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'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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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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You have to chip away at it and shape it to let the winning idea emerge.
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Innovation is doubly hard inside big companies.
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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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Three of our core corporate values are inclusiveness, collaboration, and humility.
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It's very easy to skip steps when documenting an idea.
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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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Hollywood Joohn Tatum? He does at least 6,000 sit ups and 10,000 pushups a day!
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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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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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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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People who live in more than two countries are more successful innovators.
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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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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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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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I think it is only in hindsight that you can determine whether something is a mistake or not.
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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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