Having read the
article "The random events that sparked 8 of the world's biggest
startups" made me wonder if it was the idea or the implementation that
resulted in the success of these startup companies. With each of our social
ventures, the focus at this point is to pitch a "KILLER IDEA" that
will disrupt the current market and help us create our niche. The founders of
Twitter had guts to release a social networking product during the peak of
Facebook. But the idea stood out. "The SMS of Internet" created a new
market that catered to an audience interested in reading only 140 characters to
grasp hold of the story.
So, how do I come up
with a killer idea?
Here is an article http://www.innovationmanagement.se/2013/05/30/the-7-all-time-greatest-ideation-techniques/
which outlines ideation techniques should we be ever stuck on crossroads. The
most innovative technique I found in this article was "Worst idea".
In this technique, you write down a list of all possible worst ideas and then
challenge yourself to make it better. This technique could spark a lot of
creativity and lead to ingenious solutions.
While ideation is
important and necessary to create a niche market, I believe the type of
implementation of certain ventures sets them apart from the rest. Facebook, was
not the first social networking platform, but certainly the most successful.
It is the
dedication, passion and vision of certain entrepreneurs that lead their
companies to success. These
entrepreneurs demonstrate integrity, lead through relationships, focus on
results, and remain customer-focused throughout the execution of their venture. As we have outlined
the idea for our social venture and now look into delving to the details, it is
important that we stay focused. As we pitch to potential clients, stakeholders
or employees we must have a long term vision of our venture. We must identify a
goal that is specific, measurable, achievable, relevant and time-based.
I believe these
insights will help us prepare for the implementation phase of our projects.
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