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Resource-rich companies have the “luxury” of researching and researching problems. That can be a huge benefit in known markets where precision matters. But it can be a huge deficit in unknown markets where precision is impossible and attempts to create it through analysis are quixotic. Entrepreneurs don’t have the luxury of asking “What about…” questions, and in disruptive circumstances that works in their favor.

So what’s the alternative? Substitute early action for never-ending analysis. Figure out the quickest, cheapest way to do something market-facing to start the iterative process that so frequently typifies innovation. Be prepared to make quick decisions, but have the driver of the decision be in-market data, not conceptual analysis. In other words, go small and learn. Pitch (or even sell) your idea to colleagues. Open up a kiosk in a shopping mall for a week. Create a quick-and-dirty website describing your idea. Be prepared to make quick decisions.

The future can’t be analytically derived. Of course it’s almost always valuable to think comprehensively about a new idea. But maintain a healthy balance between analysis and action. If you get stuck in “What about…” loops, you’ll never get the results you seek.

Até a HBR já entendeu isso, e tem tanta gente que continua dando tiro no pé, perguntando, perguntando, perguntando…

E olha outra pérola que saiu nos comentários do mesmo post:

…by the time everything about a potential market is described by solid fact there is no longer an opportunity for economic profit from that market.

Esse comentário foi do August Jackson.</div>