Our organisations are idea-processing machines. This means that we need to think about how we get work done in new ways. There are some fascinating lessons in how to do this in the world’s first organisation chart, from 1854!
“The Googles, Amazons, Apples, Netflixes, and Capital Ones … don’t insist on performing lots of interesting experiments because they’re rich; they’re rich because they insist on performing lots of interesting experiments.”
We often think that great new ideas get adopted rapidly. Unfortunately, this is untrue. In order to innovate effectively, we must understand the role that time plays in innovation.
Innovation efforts often start by looking for quick wins. The problem is that quick wins don’t solve tough problems, and solving tough problems is what leads to competitive advantage. We’re better off by going after the tough problems first.
How do we build things that move society forward? That is the core question addressed in Zero to One by Peter Thiel and Blake Masters. I finished the book today, and here are some key quotes (in bold) and my thoughts on them. Of course, it’s easier to copy a model than to make something […]
When you’re attacking a large competitor, you can’t go at them head-on if you’re just starting out. The best way to win is to innovate your business model.
The Problem with Solved Problems that Aren’t Solved Phil was certain that his company had their innovation problems solved. After all, they had a dedicated innovation team, they had idea management software, and they had started a big internal PR effort to highlight successful innovations. What could possibly go wrong? Lots, actually. Over the past […]
Here are some things I learned from Stan Metcalfe today: We can’t make money by making bets that everyone agrees will pay off. That means that innovative ideas will often look nuts when we first start working on them. Nevertheless, we have to give them a try.
Talent hits a target no one else can hit; genius hits a target no one else can see.
Can we predict which disruptive innovations will win? No. What should we do then? Here are some ideas from Nassim Taleb, Vinod Khosla, Marc Andreessen and Tren Griffin that give us some guidance.
We’ve reached a point where startups can base their business model on the rapid testing of multiple prototypes. Scott Adams of Dilbert fame argues that this basically makes starting up a big psychology experiment. If we are in established firms, we need to build some skills to compete in this environment.