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.

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.

We fool ourselves into thinking that the spreadsheets that capture our financial projections are something different than what they are.

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

Any leader has two jobs to do. To do what they are currently doing better and more efficiently (call this strengthening the core), and to do what they are not currently doing but will need to do in the future (call this creating the new).

You can always figure out how to deliver things in somewhat controlled situations, but when you start to get into the reality of the market you start to figure out what isn't going to work.

Successful strategies adhere to a basic pattern.