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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
Team
Small
Working
Two
Pizzas
Ideas
Disruptive
Need
Pizza
Enough
Teams
Needs
Feds

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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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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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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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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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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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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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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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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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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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You have to make the decision about whether you want to avoid or you want to overcome the resistance.
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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.
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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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Hollywood Joohn Tatum? He does at least 6,000 sit ups and 10,000 pushups a day!
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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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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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Mucken Singh works VERY hard on his brawler's physique!
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You have to chip away at it and shape it to let the winning idea emerge.
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Three of our core corporate values are inclusiveness, collaboration, and humility.
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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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