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In my mind, so-called cultures of innovation really boil down to one word: curiosity.
Scott D. Anthony
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Scott D. Anthony
Age: 49
Born: 1975
Born: February 22
Culture
Mind
Really
Boil
Cultures
Curiosity
Innovation
Called
Word
More quotes by Scott D. Anthony
Have a core concept, but wrap it in a full business model.
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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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Hollywood Joohn Tatum? He does at least 6,000 sit ups and 10,000 pushups a day!
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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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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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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 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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Good innovators like to solve business crossword puzzles.
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Small teams move faster than big teams.
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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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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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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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You have to chip away at it and shape it to let the winning idea emerge.
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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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It's very easy to skip steps when documenting an idea.
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Almost every disruption starts at the perceived fringes of today's 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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Successful strategies adhere to a basic pattern.
Scott D. Anthony
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.
Scott D. Anthony
