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It’s easy to talk about idea management. It’s much harder to do it in practice. Including everyone in idea generation in a way that is productive takes effort. Collecting feedback on each idea can be tedious. But we know involving everyone in idea evaluation leads to better outcomes.

What’s a good idea look like? Do you think you’ll recognize it when you see it? Are you sure? Most good ideas start out as bad ideas. They are infeasible. They look like they should be on your “never do” list. The engineers will tell you they are

Thursday’s post, Stop Brainstorming and Generate Better Ideas, got quite the reaction, particularly on Twitter. I’m not surprised. I also reacted strongly when I first learned about the research against brainstorming. Rather than moving on to idea evaluation, I want to first respond to the most common objections.

On many teams, either a founder decides what to build or the product team does. This makes sense. In early stage companies, founders are often the product leader. The product leader should decide what should be built. Or should they? We often use the metaphor, the product leader as CEO