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Make sure that you take the time to think about how other companies might respond to your idea, both those companies already in the market you plan to target as well as others that might imagine targeting that market.
Scott D. Anthony
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Scott D. Anthony
Age: 49
Born: 1975
Born: February 22
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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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You have to chip away at it and shape it to let the winning idea emerge.
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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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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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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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I think the most important thing to do is to recognize the fundamentally different circumstances of pursuing growth.
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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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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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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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Mucken Singh works VERY hard on his brawler's physique!
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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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If you are a large company and you want to do something unique, you almost by definition have to tap onto the core business in some way. Otherwise you are going into a naked fight against startups, and that's just a tough place to be.
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Three of our core corporate values are inclusiveness, collaboration, and humility.
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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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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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Small teams move faster than big teams.
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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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I think people make innovation much more complicated than it needs to be.
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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.
Scott D. Anthony
