A Quote by Scott D. Anthony

Innovation is doubly hard inside big companies. — © Scott D. Anthony
Innovation is doubly hard inside big companies.

Quote Author

Scott D. Anthony
Born: 1975
There's so much innovation going on, and there are lots of people funding that innovation, but there's very little innovation on that infrastructure for innovation itself, so we like to do that ourselves to help companies create more tech companies.
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.
Innovation at large companies is hard, but it doesn't have to be.
Rapid innovation is the cure for the ills we face, but because innovation is difficult and susceptible to failure, we might need to rethink the way we approach innovation and how we drive it through our companies.
Big companies have trouble with innovation. Innovation is about bad ideas, or ideas that look like bad ideas. That's the fundamental thing.
Startups are the engines of exponential growth, manifesting the power of innovation. Several big companies today are startups of yesterday. They were born with a spirit of enterprise and adventure kept alive due to hardwork and perseverance and today have become shining beacons of innovation.
So when you go up against the Far Right you go up against the big financial special interests like the Halliburtons of the world, the big oil companies, the big energy companies who work so hard to rip us off.
We have found that companies need to speak a common language because some of the suggested ways to harness disruptive innovation are seemingly counterintuitive. If companies don't have that common language, it is hard for them to come to consensus on a counterintuitive course of action.
Companies have too many experts who block innovation. True innovation really comes from perpendicular thinking.
From an app point of view, if you looked at innovation on the PC, you'd be hard pressed to find companies innovating. The list is small.
One of the banes of successful innovation is that companies may be so committed to innovation that they will give the innovators a lot of money to spend.
We have found that companies need to speak a common language, because some of the suggested ways to harness disruptive innovation are seemingly counter-intuitive. If companies don't have that common language, it is hard for them to come to consensus on a counter-intuitive course of action.
On the Internet, companies are scale businesses, characterized by high fixed costs and relatively low variable costs. You can be two sizes: You can be big, or you can be small. It's very hard to be medium. A lot of medium-sized companies had the financing rug pulled out from under them before they could get big.
I have always been interested in innovation but I was never able to find innovation inside of disciplinary boundaries.
When we first started our internet company, 'China Pages', in 1995, and we were just making home pages for a lot of Chinese companies. We went to the big owners, the big companies, and they didn't want to do it. We go to state-owned companies, and they didn't want to do it. Only the small and medium companies really want to do it.
In the most innovative companies there is a significantly higher volume of thank yous than in companies of low innovation.
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