I am in the process of firming up my organization’s next three-year roadmap. As I go through the ideation process with my colleagues, I have come to a simple realization—the more effort it takes to explain a course of action, the less likely it is to be a good one.
A business idea may sound exciting, but it is probably not worth pursuing if I struggle to convey its nuances. Simplicity often reflects clarity of thought and strategic soundness.
Ideas requiring excessive explanation likely involve hidden complexities or assumptions that haven’t been fully thought through. If we can’t articulate the value and execution plan simply, it signals very high execution risks.