In both work and in life, people get caught up in having a great idea that is going to set them apart from the rest of their competitors. The truth, is, however, nobody really has an original idea anymore. This means that the need for a great one is almost non-existent. Instead of worrying about someone stealing our idea, it is more important to focus on execution. After all, a great idea is nothing without proper execution!
Ideas, Problems, and Solutions
At Lean East, we provide strategic planning support to businesses across multiple industries. Check out the clip below to see the most common concerns that we hear, including original ideas, and how we address them.
The Takeaway
Running a business is tough and learning how to compete with your competitors certainly takes some work. Let’s recap the main takeaways from the video above.
Stop waiting for some solution on the market that promises to solve your problems. Instead, put in the hard work yourself!
Don’t worry about some great business idea being generated by artificial intelligence.
Stop worrying about keeping your great ideas confidential. The idea is not the hard part!
No one even really has an original idea anymore. Most great innovation doesn’t end up the way it started, it adapts along the way based on learning.
We hope you found this short clip insightful and that you are inspired to put in the work needed for your business to thrive. Contact us today if you need help with strategic planning support or working on your idea!
Totally agree!
Ideas are often shared as if no one ever thought of them before.
In reality they are simply presented in a different way; which can make it easier for a specific audience to grab onto them.
In the end; results are mostly about execution. A good idea well implemented beats a great idea poorly implemented.
Good stuff! Two thoughts come to mind. . . the first is experience with leadership teams working on strategic planning that somehow feel they don’t have the requisite expertise to determine a best path forward, seemingly discounting the (often) years of experience assembled at the table. Clearly, data is good to gather and inform important decisions, but better to apply the 70/30 or 80/20 rule and move on, rather than dither and miss learning opportunities.
The second (to much the same point) is if one looks at the strategic process as iterative, there’s no reason not to make the best decision and move forward, recognizing that the competitive response and other market based lessons learned in the process will be invaluable to the next iteration’s success. I always liked the graphic from my friends in the UK that describe the process as such. . . see link https://bit.ly/StrategyProcess