Team Profiles
Scott D. Anthony, President
Meet Scott
Scott is President of Innosight. Scott has worked with Fortune 500 and start-up companies in industries such as media (print and broadcast), consumer products, investment banking, transportation and logistics, healthcare, medical devices, software, petrochemicals, and communications equipment. In 2005-2006 he spearheaded a year-long project to help the newspaper industry grapple with industry transformation (Newspaper Next), and in 2003-2004 led a multi-month project to help the government of Singapore understand how to create an environment that fosters entrepreneurialism and innovation. He is a featured speaker on topics of growth and innovation.
Scott is the co-author (with Harvard Professor Clayton Christensen) of Seeing What’s Next: Using the Theories of Innovation to Predict Industry Change (Harvard Business Press, 2004) and is the lead author of The Innovator’s Guide to Growth: Putting Disruptive Innovation to Work (Harvard Business Press, forthcoming July 2008). He has written articles in publications such as the Wall Street Journal, Harvard Business Review, BusinessWeek, Sloan Management Review, Advertising Age, Marketing Management and Chief Executive, is a regular contributor to Harvard Business Online and serves as the editorial director of Strategy & Innovation.
Prior to joining Innosight, Scott was a senior researcher with Clayton Christensen, managing a group that worked to further Christensen’s research on innovation. Previously, he worked as a consultant for McKinsey & Co., a strategic planner for Aspen Technology ,and a product manager for WorldSpace Corporation. While at McKinsey, he co-authored a publicly released report on the United Kingdom's economic prospects.
Scott received a BA in economics summa cum laude from Dartmouth College and an MBA with high distinction from Harvard Business School, where he was a Baker Scholar.
Most Memorable Innosight Moment
One of the most rewarding things about Innosight is that our delivery model allows us to have almost immediate client impact. A couple of years ago, we held a one-day workshop for a project team working on a truly game-changing disruptive innovation. The project was unusually complex, featuring a new-to-the-world technology, cross-company collaboration, an external partner, and an unknown business model. We worked with the team over two days, assessing different ways to frame their target market and address some of their critical assumptions. By the end of the session we had completely changed the team’s direction. The project leader sent me a note saying, “Thanks for the session. We are a forever changed team.” We don’t always have impact quite that fast, but it demonstrated the power of our models and approaches.
