Appalled by the
he’s the co-founder
of No Labels,
which seeks to
similar process. For me, I divide the
process of launching things into a
skeptic space and a creative space.
And you start with absolute creativity.
You cannot allow the skeptic to enter
at that point, because then you’re
going to shut down all ideas before
they’re allowed to breathe. But then,
after you come up with your idea
and you really, really like it, then you
need to introduce that absolute
skeptic who really, really does a lot of
research, who really challenges the
idea and makes sure it makes sense.
And, only at that point, you enter a
third phase, which is the execution
phase, where you press a button.
You say, “All right. Now I’m gonna
make it happen.”
RS In the early ’90s, I think Howard
Schultz at Starbucks, Steve Ells at
Chipotle, and I came along, and we
said, “There’s like a whole bunch of
people, one out of three, who go
into fast-food places and hold their
noses. They want real food, environments that engage people, customers served by people who care.” And
I came along and said, “You know
what? We’re going to create Panera
from a different paradigm,” which
was food that you felt respected you.
DL And there’s a big parallel
between what Panera has done to
revolutionize the food-service space
and what Kind has done in the
consumer-goods space. Both of
them trying to challenge this conventional wisdom that you need to
sacrifce quality, that you need
to use refned or artifcial or overly
processed ingredients, and trying to
bring it to a more rebellious challenge about “No, let’s put in our
body stuff that we can feel good
RS So, another way to think about
innovation, the way I’d like to think of
it, is just starting by understanding
what jobs those consumers are hiring
you to do. It’s not that we’re offering
a product; we’re actually solving a
problem. And customers are, frankly,
hiring Kind, they’re hiring Panera,
People often refer to
entrepreneurs as risk-seeking.
I’m the most risk-avoiding
human being you’ve ever met.