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Innovation is doubly hard inside big companies.

Scott D. Anthony

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Scott D. Anthony
Age: 49
Born: 1975
Born: February 22
Company
Bigs
Hard
Doubly
Companies
Innovation
Inside

More quotes by Scott D. Anthony

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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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Good innovators like to solve business crossword puzzles.
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Have a core concept, but wrap it in a full business model.
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Small teams move faster than big teams.
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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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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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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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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 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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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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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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You have to chip away at it and shape it to let the winning idea emerge.
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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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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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In my mind, so-called cultures of innovation really boil down to one word: curiosity.
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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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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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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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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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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.
Scott D. Anthony