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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
Time
Idea
Companies
Think
Others
Market
Thinking
Ideas
Plan
Wells
Plans
Might
Already
Well
Imagine
Targeting
Take
Company
Respond
Make
Sure
Target

More quotes by Scott D. Anthony

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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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I think it is only in hindsight that you can determine whether something is a mistake or not.
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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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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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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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Successful strategies adhere to a basic pattern.
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It's very easy to skip steps when documenting an idea.
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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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Good innovators like to solve business crossword puzzles.
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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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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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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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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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Have a core concept, but wrap it in a full business model.
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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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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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Almost every disruption starts at the perceived fringes of today's market.
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Mucken Singh works VERY hard on his brawler's physique!
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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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