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Viewing: What. » Ventures. » Projects. » Conceive… » Conceive #1.

Conceive #1.

(4 minute read.)

This. And that.

So…

I'm ok about having a surplus of ideas which provide options.

Not all ideas become concepts, and not all concepts will become active projects. Additionally, not all active projects will remain active or develop into launched enterprise.

Some will stop simply because I've changed my mind and priorities, while some become impractical or less desirous due to a change in external conditions—perhaps because of other participants in the relevant business sector.

And, as already noted, there's a variety of strategic benefits/advantages in having multiple projects—including shared crossover elements which reduce workload and cost.

So it's not as daft as it may initially seem (although I have to frequently remind myself that just because something is a good idea and is worth doing doesn't mean I should).

And yes, although perhaps a flaw it's relatively minor in terms of potential wastage of time and effort and money (on stuff which doesn't get developed)—certainly when the potential upside of a successful and profitable project is considered. So it's also a strength.

Of course I realise that commercial success depends on effectively 'delivering' ideas, but I don't share the view that 'ideas are worthless, it's execution that counts'.

Ideas do have value, and execution can be relatively simple and straightforward.

It's quick'n'easy to 'put something out there, particularly in an undeveloped see-what-happens way'… whereupon often 'it takes on a life of its own' and things which had hitherto not been apparent and/or could not have been forseen, and for which one couldn't have pre-planned, become clear (in good and bad ways), enabling appropriate adjustment and keep-or-kill decisions to be taken.

Simply, it's part of 'my work' to conceive and initially rough-shape, create something from almost nothing. (Additionally, I'm fully able to 'execute' when required, though it's not my preferred role.)

Am I being naive? No, I'm not. And I've become increasingly comfortable with considering myself to be a 'business-minded creative' rather than 'creatively minded business person'.

One way to consider this is that I'm 'songwriter, not singer'.

My strength has always been developing ideas and strategy.

And execution is relatively straightforward, the actions required to market something are well-known—a defined path to follow.

And though I've too-often been lousy at executing (because it bores me and is not my preferred choice of activity)—it's relatively easy to hire the talent to execute and manage.

I have this luxury (perhaps imperative) because my primary role in commercial projects is to be the catalyst: to start things and then switch to an ongoing advisory role, rather than the front-line management of the day-to-day stuff.

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