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Lack of transparency
Examining startups that have failed, as well as the experience of conducting business storytelling courses, show us that one of the most important reasons for many ideas not coming to fruition is the lack of clarity in the ideation stage. Experience has shown that most people who come up with a new idea to start or develop their business are so fascinated by their idea that they cannot or do not want to face criticism and facts honestly and without prejudice. As a result, they quickly pass the ideation stage and enter the implementation stage. To implement this idea, they bring people with them, spend a lot of capital and time and use all the key resources, but after a year or two, they will face the realities that they did not want to see in the beginning and they will have to fail. to accept Or, in the best case, they will accept any change to keep their business afloat, and in the end, they will manage a business that bears no resemblance to that original idea.
When you come up with a new idea, questions like these can help you evaluate your idea: Is my idea really new and unique and there is no one else like it? Have people or groups who have had ideas similar to mine succeeded or failed in practice? What was the reason for their failure or success? What new value does my idea offer to the audience? To what extent can what I offer meet the needs of the audience? Note that a good idea as attractive as it is “if not properly investigated” can cause a waste of money, loss of resources and discredit you among your companions, colleagues and audience.
Inability to implement the idea
Many idea makers believe that if they have the necessary capital, facilities and human resources, they can easily implement their idea and achieve success. But observing and examining startups and businesses that have failed shows that having these resources cannot guarantee the success of an idea. When a new and exciting idea comes to your mind, you may be so focused on attracting capital, facilities and manpower that you forget to evaluate your own “personal skills”. So there is always the threat that after attracting resources and in the implementation phase, when you face difficulties and problems, you will come to the conclusion that you are not able to continue the work. And in this way you lose your credibility among your investors, associates and colleagues. Our suggestion is to honestly and clearly answer some important questions during the idea review phase and before taking action to attract resources:
Is my idea based on my interests, concerns and work experience?
Am I ready to work full time to implement my idea?
Do I have the necessary patience to realize the idea?
Do I have the ability to manage a group?
Am I ready to face problems?Answering questions like this will help you measure your abilities in relation to the idea you have in mind and take steps towards its realization based on this knowledge.
Lack of business narrative
In the previous two posts, we explained that in order for an idea to come to fruition, we must first examine it from all aspects and then evaluate our ability to implement the idea. After going through these two stages, the most important challenge that idea makers face is not having a business narrative to express their idea to stakeholders. Surveys show that one of the reasons for the failure of idea makers in attracting capital or convincing people to accompany and participate is that they have not been able to express their ideas accurately, transparently, convincingly and effectively. Every idea generation needs to explain its idea to various groups such as investors, key partners, colleagues, audiences, etc. in order to enter the implementation stage. It should be noted that a single narrative cannot be presented to all these groups. In the sense that the narrative structure of an idea for investors must be completely different from the narrative structure of the same idea for the audience.
In addition to learning various skills, an idea developer needs to learn the skill of creating and presenting a “business narrative” in order to be able to answer the important question: to whom, where, and in what way should I present my idea so that I can Do I get the result I want? You should note that “business narrative” is not a tool to advertise a brand’s product or service, but rather one of the main components of the brand that helps all the internal and external activities of the organization to be integrated, coordinated and meaningful.
