The gap between the germ of a disruptive idea and successful commercialization can be wide. Sometimes, managers can feel like they have not developed detailed enough plans to move forward. After a successful ideation session they might say, “How do we know we generated the right idea?” or “There’s no way we could, in a day, really develop a robust enough plan to actually spend money on.”
And sometimes, managers will go to the other extreme. They will develop an extremely detailed business plan that requires massive investment of dollars and human resources. These plans typically never see the light of day, because senior managers intuitively (and correctly) get squeamish about placing big bets on highly risky plans.
There is another way. Through work with some of our clients–many of them in Asia–we have developed a simple, five-step process that can help companies go from a desire to disrupt to a funded disruptive business plan in less than 100 days.
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