Scott D. Anthony Quotes

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.

Teams working on disruptive ideas need to be small enough that they can be fed by no more than two pizzas.

A spreadsheet for an innovative idea reports the mathematical relationship between made up numbers. You can't cash a spreadsheet.

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.

Have a core concept, but wrap it in a full business model.

It's very easy to skip steps when documenting an idea.

I'm suggesting that principles meant to deal with uncertainty that occurs naturally can be useful to manage the uncertainty that characterizes any new idea.

Document, evaluate, focus, test.

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.

I have a fear right now that what I call the advertising-narcissism complex is sucking up way too much top talent.

People who live in more than two countries are more successful innovators.

Leaders today face challenges for which they are utterly unprepared.

In the face of uncertainty, many companies will default to asking their innovators to study and analyze, which can't actually ever provide a definitive answer.

Data about an innovative idea is rarely crystal clear.

Most companies are built to execute today's business model, not discover tomorrow's.

Innovation is doubly hard inside big companies.

Another key role the CEO plays is to focus efforts.

We fool ourselves into thinking that the spreadsheets that capture our financial projections are something different than what they are.

Three of our core corporate values are inclusiveness, collaboration, and humility.