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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.

Scott D. Anthony

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Scott D. Anthony
Age: 49
Born: 1975
Born: February 22
Right
Sucking
Much
Narcissism
Way
Complexes
Complex
Advertising
Talent
Call
Fear

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Innovation is doubly hard inside big companies.
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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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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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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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A next-generation innovation writer and thought leader worth watching.
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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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I think the most important thing to do is to recognize the fundamentally different circumstances of pursuing growth.
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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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Small teams move faster than big teams.
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Almost every disruption starts at the perceived fringes of today's market.
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In my mind, so-called cultures of innovation really boil down to one word: curiosity.
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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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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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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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Good innovators like to solve business crossword puzzles.
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It's very easy to skip steps when documenting an idea.
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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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Three of our core corporate values are inclusiveness, collaboration, and humility.
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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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