In the face of uncertainty, many companies will default to asking their innovators to study and analyze, which can't actually ever provide a definitive answer.
In the face of uncertainty, many companies will default to asking their innovators to study and analyze, which can't actually ever provide a definitive answer. The decision-making systems here are meant to deal with the reality that decisions about innovative ideas will rely on patterns and intuitions. The best venture capital organizations deal with this challenge by staging investment, actively participating in startups they fund, tying decisions to learning as opposed to artificial dates on the calendar, and assembling a diverse team of decision-makers.
The number one thing I urge people to remember is it is all about being scientific about managing strategic uncertainty, while striking the important balance between being thorough and being flexible.
I'm suggesting that principles meant to deal with uncertainty that occurs naturally can be useful to manage the uncertainty that characterizes any new idea.
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