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

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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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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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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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Innovation is doubly hard inside big companies.
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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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I think the most important thing to do is to recognize the fundamentally different circumstances of pursuing growth.
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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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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 people make innovation much more complicated than it needs to be.
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Small teams move faster than big teams.
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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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You have to make the decision about whether you want to avoid or you want to overcome the resistance.
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People who live in more than two countries are more successful innovators.
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It's one of the underappreciated skills required by an innovator - they have to be able to convince lots of people to do things that might not be fully rational (invest in the company, join something that is likely to fail, try a product they've never seen before), and if you can't tell a good story it is just very hard to make that happen.
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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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A next-generation innovation writer and thought leader worth watching.
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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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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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Good innovators like to solve business crossword puzzles.
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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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