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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.

Scott D. Anthony

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Scott D. Anthony
Age: 49
Born: 1975
Born: February 22
Ideas
Disruptive
Need
Pizza
Enough
Teams
Needs
Feds
Team
Small
Working
Two
Pizzas

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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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Small teams move faster than big teams.
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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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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.
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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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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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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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A next-generation innovation writer and thought leader worth watching.
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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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I think the most important thing to do is to recognize the fundamentally different circumstances of pursuing growth.
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You have to chip away at it and shape it to let the winning idea emerge.
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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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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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Innovation is doubly hard inside big companies.
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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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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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It's very easy to skip steps when documenting an idea.
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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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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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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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