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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
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Complex
Advertising
Talent
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Fear
More quotes by Scott D. Anthony
Now, I worry a bit about the TEDification of the world where style trumps substance, so hopefully you have a good blend of both!
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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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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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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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Companies get into grooves and they keep sharpening what they are doing, when in fact what they really need to do sometimes is to stop and do something completely differently.
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You have to chip away at it and shape it to let the winning idea emerge.
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A next-generation innovation writer and thought leader worth watching.
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Good innovators like to solve business crossword puzzles.
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People who live in more than two countries are more successful innovators.
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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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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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Hollywood Joohn Tatum? He does at least 6,000 sit ups and 10,000 pushups a day!
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I think people make innovation much more complicated than it needs to be.
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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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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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Have a core concept, but wrap it in a full business model.
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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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You have to make the decision about whether you want to avoid or you want to overcome the resistance.
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It would be fun too to put some of the great philosophers and political scientists of the past couple centuries into a time machine, have them look at the world today, and see what they think. Imagine Schumpeter, Malthus, Hobbes, Nietzsche, Marx, and more! That would be good fun.
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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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