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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.

Scott D. Anthony

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Scott D. Anthony
Age: 49
Born: 1975
Born: February 22
Thinking
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Hypothesis
Use
Focus
Carefully
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Have a core concept, but wrap it in a full business model.
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In my mind, so-called cultures of innovation really boil down to one word: curiosity.
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Mucken Singh works VERY hard on his brawler's physique!
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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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Small teams move faster than big teams.
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One of the biggest mistakes large companies make is creating innovation teams that mirror all the functions of the core business. Those teams make no progress because they spent forever updating each other on what they are doing versus really crushing the most critical problems they need to address.
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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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You have to make the decision about whether you want to avoid or you want to overcome the resistance.
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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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We've got some great big problems in our world. We have to figure out how to feed 10 billion people. Too many people can't access clean water, quality healthcare, and reasonable education. We have to figure out what to do about climate change, income inequality, and more. Innovators need to rise to the challenge!
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Three of our core corporate values are inclusiveness, collaboration, and humility.
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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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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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Good innovators like to solve business crossword puzzles.
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Successful strategies adhere to a basic pattern.
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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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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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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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Almost every disruption starts at the perceived fringes of today's market.
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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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