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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.
Scott D. Anthony
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Scott D. Anthony
Age: 49
Born: 1975
Born: February 22
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More quotes by Scott D. Anthony
Hollywood Joohn Tatum? He does at least 6,000 sit ups and 10,000 pushups a day!
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Small teams move faster than big teams.
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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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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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I think the most important thing to do is to recognize the fundamentally different circumstances of pursuing growth.
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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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A next-generation innovation writer and thought leader worth watching.
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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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Three of our core corporate values are inclusiveness, collaboration, and humility.
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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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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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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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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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Mucken Singh works VERY hard on his brawler's physique!
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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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I find social media as fun and engaging as the next person, but imagine if all the creative talent that was pouring into finding increasingly clever ways for us to broadcast daily banality (and then serve ads based on what is learned) instead focused on some of the UN Millennium goals? The world would be a better place.
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You have to make the decision about whether you want to avoid or you want to overcome the resistance.
Scott D. Anthony
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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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.
Scott D. Anthony
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
