Quotes About Innovation

They are fast. They embrace new thinking. They are geared for disruption and innovation through uncertainty. One

The Four Steps to the Epiphany

Innovation accounting. To improve entrepreneurial outcomes and hold innovators accountable, we need to focus on the boring stuff: how to measure progress, how to set up milestones, and how to prioritize work. This requires a new kind of accounting designed for startups—and the people who hold them accountable.

Si no solucionas problemas, nunca vas a adquirir la capacidad necesaria para hacer realidad esa gran visión». Y la manera de resolver problemas es descubrirlos sobre la marcha y luego pivotar para afrontarlos.

The goal of every startup experiment is to discover how to build a sustainable business around that vision.

The Innovator's Dilemma and The Innovator's Solution

This is true startup productivity: systematically figuring out the right things to build.

methodology Customer Development,

A famous example is the chain Potbelly Sandwich Shop, which today has over two hundred stores. It began as an antique store in 1977; the owners started to sell sandwiches as a way to bolster traffic to their stores. Pretty soon they had pivoted their way into an entirely different line of business.

It's also important that the word innovation be understood broadly. Startups use many kinds of innovation: novel scientific discoveries, repurposing an existing technology for a new use, devising a new business model that unlocks value that was hidden, or simply bringing a product or service to a new location or a previously underserved set of customers. In all these cases, innovation is at the heart of the company's success.

Startups are different: too much budget is as harmful as too little—as countless dot-com failures can attest—and startups are extremely sensitive to midcourse budgetary changes.

The word pivot sometimes is used incorrectly as a synonym for change. A pivot is a special kind of change designed to test a new fundamental hypothesis about the product, business model, and engine of growth.

Lean Startup: the application of lean thinking to the process of innovation.

Let's forget educational design up until now, let's forget what's possible and just redesign learning with today's students and today's technology in mind.

Startup teams need complete autonomy to develop and market new products within their limited mandate. They have to be able to conceive and execute experiments without having to gain an excessive number of approvals.

Did they hire superstar entrepreneurs from outside the company? No, they assembled a team from within Intuit. Did they face constant meddling from senior management, which is the bane of innovation teams in many companies? No, their executive sponsors created an "island of freedom" where they could experiment as necessary. Did they have a huge team, a large budget, and lots of marketing dollars? Nope, they started with a team of five.

If you are building the wrong thing, optimizing the product or its marketing will not yield significant results.

The parent organization has to make it clear who the innovator is and make sure the innovator receives credit for having brought the new product to life—if it is successful.

Bit by bit, system by system, those small investments added up to a robust product development process that allowed all our employees to work more creatively, with greatly reduced fear.

In 1911 Taylor wrote: "In the past, the man has been first; in the future, the system must be first." Taylor's prediction has come to pass.

Startup Lessons Learned,

established companies need to figure out how to accomplish what Scott Cook did in 1983, but on an industrial scale and with an established cohort of managers steeped in traditional management culture.

The CEO and VP of product, instead of building their business, are engaged in the drudgery of solving just one customer's problem.

We often frame internal innovation challenges by asking, How can we protect the internal startup from the parent organization? I would like to reframe and reverse the question: How can we protect the parent organization from the startup? In my experience, people defend themselves when they feel threatened, and no innovation can flourish if defensiveness is given free rein. In fact, this is why the common suggestion to hide the innovation team is misguided.