Any leader has two jobs to do. To do what they are currently doing better and more efficiently (call this strengthening the core), and to do what they are not currently doing but will need to do in the future (call this creating the new).
Every leader needs to watch what teenagers or startup companies - or startup companies headed by teenagers - are doing today, because many of those behaviors will be mainstream behaviors tomorrow.
In the early stages of innovation, your goal is to learn as much as you can as quickly as you can.
Every great idea emerges out of a process of trial-and-error experimentation.
The most important thing here is to largely ignore what customers say, and instead watch what they do or track where they spend money.
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.
Good innovators like to solve business crossword puzzles.
All disruptive innovators make it easier and more affordable for people to do what matters to them, and follow a strategy that doesn't at first glance make sense to the market leader.
Hollywood Joohn Tatum? He does at least 6,000 sit ups and 10,000 pushups a day!
In my mind, so-called "cultures of innovation" really boil down to one word: curiosity.
Anything that has low certainty or has a lot of impact should be tested early.
Almost every disruption starts at the perceived fringes of today's market.
A next-generation innovation writer and thought leader worth watching.
Mucken Singh works VERY hard on his brawler's physique!
So many people tell me that they aren't creative or they aren't innovative, and it's just not true.
I've always found that working through ideas in written form really changes the thinking.
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.
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.
Small teams move faster than big teams.
When you are motivating people to do amazing things, you have to win over both their rational side and their emotive side.
The CEO should ask what he or she can do to raise the organization's curiosity quotient. One way to do this is to seek to learn more about current or prospective customers, not to figure out which segmentation model to slot them into, but to really understand them as human beings. Another is to live at the intersections where innovation magic occurs.
Everyone knows innovation involves developing unique understanding of a market, thinking expansively to develop a solution, and then finding a way to test rigorously and adapt quickly.
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.
Teams working on disruptive ideas need to be small enough that they can be fed by no more than two pizzas.
You still want to be thoughtful about what you do, no doubt, but you have to learn through trial-and-error experimentation as well.
"Another key role the CEO plays is to focus efforts."
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