I've never seen impeccable logic be sufficient to win both the heart and the mind.

What looks like resistance in many cases is rational responses to incentives and ingrained resource-allocation processes.

Almost every disruption starts at the perceived fringes of today's market.

The reality is sometimes markets don't exist for very good reasons. It might be that there isn't a deep customer need. Or the economic model is just hard to pull off. Or maybe there is a regulatory barrier.

I find social media as fun and engaging as the next person, but imagine if all the creative talent that was pouring into finding increasingly clever ways for us to broadcast daily banality (and then serve ads based on what is learned) instead focused on some of the UN Millennium goals? The world would be a better place.

I think the most important thing to do is to recognize the fundamentally different circumstances of pursuing growth.

First you document your idea. You should be comprehensive, but that doesn't mean you have to produce a doctoral thesis length plan. Rather you want to make sure you have touched all the different things that have to happen to succeed. Then, you evaluate your approach. The goal here isn't to figure out if your idea is good or bad, but rather to begin to figure out what are some of its weakest elements.