Ten reasons why good ideas get strangled at birth

1. Sounds too risky.
2. There’s little solid research support.
3. The “experts” in the field think it sounds a bit absurd.
4. The potential market seems too small.
5. The idea comes from R&D (and marketing says it’s not based on sound consumer insight).
6. It would be first to market.
7. It would be following a previous entrant that didn’t do so well.
8. It surfaced too early – not following corporate innovation process.
9. Top management demands breakthroughs, but draws short of funding them in practice (see reasons above).
10. Because it wasn’t my/our idea.

I’ve had each of these with my clients. Usually followed by a competitor taking the opportunity quite soon after.

Additions? Builds?

The future is a foreign country

The re-positioning of many traditional market research departments as “insight” providers has made a lesser contribution to successful innovation than might have been expected.

There are a number of reasons for this, perhaps the main one being that supposed “insights” often result from looking into what is in effect a rear-view-mirror.

What is needed, of course, is a way of walking into the future (together with customers, consumers, suppliers, experts etc) and gaining insights from that perspective. I think this is better described as “foresight”. And it’s not a good fit with people who have a strongly rational and logical cast of mind.

After all, nobody knows exactly what the future will hold. What we do know is that it will be different from the past. So walking into it is fundamentally an imaginative exercise – a new perspective from which fresh innovations can be created. And to do it well, it needs radically different methods.

To adapt LP Hartley’s famous opening sentence in his novel, The Go-Between: “The future is a foreign country: they will do things differently there.”