What really goes wrong with the next step from innovation is a common question. The most probable answer is scientific reputation. Followed by you. Followed by your assistance choice. Think this: You have a really good solution for a problem you have identified. You put your energies into making it possible. So you go from inventor to innovation. Chances are it goes wrong at the next point – what is known as the valley of death in the leap to commercialisation. You spend vast amounts of money in relative terms and still no significant progress. There is plenty of talk and countless possibilities. However, there is very little progress.
Chances are you challenged conventional wisdom – first mistake. Someone else has something to lose. Chances are you have improved a widget – next mistake. It was someone else’s cash cow. Chances are you did not realise you have set a new standard, or at least the potential to change is recognised. This means you are causal to change. Have any of you ever thought that what you cause to change might not like to change?
Once you have spawned you idea and it is in front of your eyes, and you dream of the introduction to the market. We all think for the good mankind here it is, wonderful!
To have your idea move to being accredited it must be measured in some way. By what measure soon becomes a dilemma. Does it produce an electric current, does it produce noise, and does it produce gases and so on? This is where scientific reputation becomes important. Chances are you need some sort of national accreditation body give it a number of some sort. The most common delay to the introduction of your idea is proving it is a benefit. A couple of examples are the CSIRO writes of the promise of a particular technology, financiers have promised funds, buyers are prepared to place orders. But, you only now go to the EPA or some enforcement equivalent body asking for the merits to be rewarded with an exemption or sanction of some sort. Your mistake – market acceptance is not enforcement acceptance. Now considerable effort is needed to save your initiative. You may even need to change your design because of scientific reputation.
Will you accept the notion you must change? In an article, http://www.entrepreneur.com/article/235608 , JULY 15, 2014, Steve Tobak wrote: “As a veteran of Silicon Valley, I’ve had the distinct pleasure of working with more than my fair share of talented and innovative entrepreneurs. Sadly, some of their behavior was just dysfunctional enough to royally screw things up for themselves and their companies…… That’s not meant to be as irreverent as it sounds. I have always felt empathy for founders and their stakeholders. After all, it’s not as if I were some paragon of virtuous behavior when I was an executive, either. Nobody’s perfect……… Nevertheless, you can’t fix a problem until you face the truth. So whenever I have an opportunity to help a promising startup that can’t find its way or a mature company in need of a turnaround, it is difficult to watch them fail simply because those in charge aren’t willing to deal with their limitations…….. Any decent psychiatrist will tell you that on some level smart people do understand what’s really going on. They do have common sense. They hear what others are telling them. They know what they’re doing. So when they suppress it, bury it in their subconscious, hear what they want to hear – call it what you want — that, my friends, is a choice………. I bet I know what you’re thinking. There are lots of reasons why startups fail. Yes, there are. I’m sure I’ve seen them all. But if you dig down a bit, the root cause of most of them is that their leaders choose not to see what’s staring them right in the face. Think about it. You find a reason and I’ll show you an entrepreneur in denial………. Lots of companies run out of cash. But while some can’t raise capital, you would not believe how many can and simply don’t. Oftentimes, their founders aren’t willing to give up a piece of the pie. They try to bootstrap a promising venture and end up starving it to death. Or they have too high a burn rate, aren’t willing to invest the time it takes to raise a round of funding, wait too long and run out of time……… It’s hard to imagine how many beneficial ideas, inventions and innovations never see the light of day because they offer solutions that don’t actually solve any real problems. Or they’ve come up with concepts, not products……… Lots of entrepreneurs are not in it for the long haul or for the right reasons; they think they can make a quick million or feed their egos. Some don’t think they need a unique value proposition or competitive differentiation. Others have holes in their strategy so big it would take a miracle to fill them.”
Co2Land org say there is another problem we should also mention. Be very careful with who you ‘are allocated’ to help with commercialisation – their motive may not match your own expectations. Example: You see a long-term relationship with your enterprise; they may see the need for you to make a company exit. Who is right – the right of the company or your association right!
So it is a three step, a waltz no doubt: reputation, you and your partnership choice.