A Quote by Scott D. Anthony
Not only do innovators have to deal with all of the fundamental challenges of innovation, they have to do so in an environment that often is implicitly hostile towards innovation.
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The paradox of innovation is this: CEO's often complain about lack of innovation, while workers often say leaders are hostile to new ideas.
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.
I think innovation as a discipline needs to go back and get rethought and revived. There are so many models to talk about innovation, there are so many typologies of innovation, and you have to find a good innovation metric that truly captures the innovation performance of a company.
The United States is the nation of innovation. And we have the best innovators, really, in the world. Our international property is one of our huge national economic assets. Yes, so to the extent that some are seeking to infiltrate our network, steal that information, not to have invest in the research and development that goes into innovation, that's a really big deal.
The trouble with much of the advice business gets today about the need to be more vigorously creative is that its advocates often fail to distinguish between creativity and innovation. Creativity is thinking up new things. Innovation is doing new things... The shortage is of innovators.
All too often, a corporate innovation initiative starts and ends with a board meeting mandate to the CEO followed by a series of memos to the staff, with lots of posters and one-day workshops. This typically creates 'innovation theater' but very little innovation.
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.
Innovation often starts with the ordinary. They simply took what was "normal", and added a twist. They added an innovation. The innovation solved a key problem of the "normal" use case that we all already understood.
Innovation is a subset of creativity. Innovation often deals with product launches and is often relegated to the C-suite or to heads of R&D departments. Innovation requires creativity, but creativity is something that is much more broad. It applies to people at all levels of an organization. Today, we all are responsible for delivering "everyday creativity". Small creative acts that add up to big things.
Sustainable solutions based on innovation can create a more resilient world only if that innovation is focused on the health and well-being of its inhabitants. And it is at that point - where technology and human needs intersect - that we will find meaningful innovation.
Leapfrog innovation - consistent, constant, ridiculous leapfrog innovation - only happens within a dictatorship. Any time you try to do something really innovative, most people aren't going to understand it until after they experience it. So when you're developing in innovation, you have to be a dictator.
What we should do is require or at least permit innovators to license their green innovations free of charge in exchange for public payments based on the impact this innovation has on the environment - emissions averted or something of this sort.
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.
The term 'innovative' or 'innovation' is often vague or ambiguous. But in our definition, innovation means to make something which people think impossible possible.
If you want the best things to happen in corporate life you have to find ways to be hospitable to the unusual person. You don't get innovation as a democratic process. You almost get it as an anti-democratic process. Certainly you get it as an antithetical process, so you have to have an environment where the body of people are really amenable to change and can deal with the conflicts that arise out of change an innovation.
To most observers, innovation is a solitary process that requires creativity and genius, perhaps even greatness. It can't, in their view, be managed or predicted, just hoped for and, perhaps, facilitated. But for me innovation was and still is more than that. It was a battle in the marketplace between innovators or attackers trying to make money by changing the order of things, and defenders protecting their cash flow.
