Make sure that you take the time to think about how other companies might respond to your idea, both those companies already in the market you plan to target as well as others that might imagine targeting that market.

You have to make the decision about whether you want to avoid or you want to overcome the resistance.

If you invest the time to understand the customer better than they know themselves, if you know the things they want or need even if they can't articulate it, you can begin to develop a good sense as to where there really are unmet needs in the market.

In the strengthening the core job, a leader can draw on their past experiences. After all, in most cases they did the job of the people that are reporting to them! So they know when something is screwed up, they know the risks worth taking, and they know the corners to cut. But when they are creating the new, no one knows what the right answer is.

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

The school at which you studied - design school, disruptive school, TRIZ school, user-centered innovation school, etc - determines the specific words you use.

Of course, it is worth it to take the time to think carefully through your assumptions, and ensure you at least have hypotheses around how you will create value. But use the analysis as a way to focus attention on the most critical assumptions, rather than spend a ton of time massaging the numbers.