The Good , the Bad , the Ugly & the Despicable

An issue ailing ventures both big/small , established/start up ventures. While people think that there is dearth of good ideas , the real problem is finding an inherent differentiating methodology between the good, the bad, the ugly and the despicable.

Here’s my view/pitch on what might be done

1. Trust an action not a YES.

Place your bets on what people actually do, or what they have initiated to some extent and then field the idea on a target demographic to see its functionality.

Move your feet and see what people are actually paying for ; then mould yours ; adding something more at the same price(approximately). Don’t take their word for it. If wider toilet paper sells more ; some may prefer a narrower one , but a minority won’t take your product to new heights.

2. Remember hypothesis > Experiment > Theory

Before going all guns blazing into the Wild west , cowboys checked the barrel and Muzzle of their guns. The same should do you well too. Start small in cells , if the cells show promise ; organize them and form a tissue , if they too work fine ; go ahead with the Genesis. Even God prescribed to this method #truestory.





3. Look Beyond What you see

When Rafiki[/i] said this to Timon[/i] in the Lionking [/i](must watch for all ages) ; it made him set out on a wild goose chase for Hakuna Matata ( No worries). I am not implying that you fly in to Savannah but drawing an analogy is of the essence.

Organizations go stale more rapidly than the Bread in your refrigerator. They tend to look only at the tunnelled out issues and leave the world around the tunnel out of their scope. Many big firms have started looking out for recruitment from Arts & Humanities to broaden their vision.

 

[Simran Rai]

One of the core challenges facing ventures of all sizes is not the absence of good ideas, but the inability to distinguish truly valuable ideas from those that are mediocre or ill-suited. This filtration gap leads to wasted effort, misallocated resources, and missed opportunities. The key lies in adopting a grounded, evidence-driven approach toward innovation and decision-making.


Action serves as the strongest indicator of potential. Rather than relying on enthusiastic affirmations or theoretical projections, attention must focus on what people are actually doing and what they are willing to pay for. Real-world behavior, not assumptions, should guide product development and market entry. If competitors are finding success in a particular segment, improvement must come through meaningful differentiation, not just replication.


Testing ideas through a phased approach strengthens decision quality. Hypotheses must undergo structured experiments before evolving into full-scale strategies. Pilots, prototypes, and micro-markets help validate ideas in controlled environments before large investments are made.


Finally, tunnel vision can be a silent killer. Looking beyond conventional lenses and welcoming diverse perspectives fosters innovation. Drawing talent from varied disciplines such as the arts and humanities can infuse fresh thought processes, helping avoid organizational rigidity. Longevity in business often belongs to those willing to explore what lies beyond the obvious.​