BRI, LLC is a professional consulting service specializing in corporate innovation, new business growth, business and product strategy development. We help companies grow and innovate by sharing our decades of new business development experience through direct consulting, skills and best practices training courses, and software tools developed for the unique requirements of corporate innovation and growth organizations.
In about 5 minutes, it looks across the whole picture: how you do innovation (strategy, evidence, portfolio discipline) and the organizational conditions that decide whether it sticks (mandate, culture, leadership, governance, decision-making, and people).
Whether a new business idea is worth pursuing isn't a gut call or a five-year business plan. Treat it as a testable strategy hypothesis, read it across desirability, feasibility, and viability, and pursue it if you can name the assumptions that would kill it and cheaply test the most dangerous one.
The right metrics for a specific innovation come from the objective it serves and a read across desirability, feasibility, and viability, scaled to stage and class. The common trap is judging early-stage work by core-business financial yardsticks.
BlackBerry didn't lose on hardware or the keyboard. It had the strongest product position in the industry and never turned it into a platform position, while Apple used product differentiation to expand what a smartphone was for and built the platform on top of it. A case study in mistaking a dominant product for a defensible platform, and in measuring the wrong layer.
