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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.

Scott D. Anthony

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Scott D. Anthony
Age: 49
Born: 1975
Born: February 22
Satisfaction
Launching
Profit
Profits
Courses
Focusing
Course
Revenue
Business
Customer
Retention
Might
Employee
Metrics
Thinking
Meaningful
Revenues
Customers
Internally

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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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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 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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Small teams move faster than big teams.
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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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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 think people make innovation much more complicated than it needs to be.
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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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Have a core concept, but wrap it in a full business model.
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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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I think it is only in hindsight that you can determine whether something is a mistake or not.
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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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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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Mucken Singh works VERY hard on his brawler's physique!
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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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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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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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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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People who live in more than two countries are more successful innovators.
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