The illusion of the perfect business idea
Elina Mikelson explores why there is no universal “perfect” idea or innovation system and why effective idea management must evolve with the organization.
Author
Prof. Elina Mikelsone
Are there ideas that will be good for everyone?
To answer this question, I would like to start with a short story, perhaps known to many:
Once, a small village was home to a grandfather and his grandson. The grandfather had a loyal donkey accompany them in their daily routines. One day, they decided to go to the village center to do some shopping.
As they started out, the grandfather sat on the donkey's back, while his grandson walked beside them. Met passers-by were outraged: "What kind of thing is this? A child walking while an adult sits on a donkey? The older man should think more about the child."
After hearing the frustration of those passing them, the grandfather and grandson decided to switch places. The grandson sat on the donkey while the grandfather walked beside them. However, people that passed them shook their heads in dismay: "What a disrespectful child. The older man must walk, while he is sitting on a donkey! Where is the respect for older people?"
So, they decided that perhaps it might be better for both of them to sit on the donkey. But as they continued, they continued to hear objections from passers-by: "Oh, the poor donkey. How heartless can two people be? How can they force the animal to carry such weight?"
The grandfather and the grandson were disappointed. They decided they would both walk instead. But once again, they were met with criticism: "What fools. They have a donkey, but they’re not using it!"
This story provides the answer: there will never be an idea or realization that everyone supports. As a result, you should always look for a solution that best suits the case, people, and company. To choose the most appropriate solution, we recommend using different methods of evaluating ideas to find the right one. This will make this process easier.
However, the story also reveals something deeper: evaluation is never neutral. The reactions of the passers-by were based on their own assumptions, values, and expectations. Similarly, in organizations, ideas are judged through lenses shaped by strategy, culture, experience, and power structures. The question is therefore not only whether an idea is good or bad - but according to which criteria and whose perspective it is being assessed.
Evaluation frameworks do not simply help us choose ideas; they actively shape which ideas are allowed to survive. In this sense, idea evaluation is not a technical procedure but a strategic and cultural act.
What is a good idea for creating good ideas?
There are several main themes that emerge from the quotes collected:
Innovation and creativity
Innovation remains a central theme, emphasizing the generation of new and creative solutions that push boundaries and redefine norms.
This quote reinforces that innovation often begins with a simple spark. A small yet powerful idea that can lead to significant developments. It suggests that innovation is not just about the result but also about nurturing that initial idea into something transformative.
Simplicity and clarity
Simplicity is celebrated not only for making ideas accessible but also for ensuring that they are actionable and scalable.
"A good idea simplifies complexity, making the impossible seem achievable."
This quote highlights the power of simplicity in demystifying complex challenges. A good idea doesn't just simplify - it transforms what might initially seem insurmountable into something within reach. This suggests that the value of an idea lies in its ability to break down barriers and make significant tasks feel manageable.
Practicality and impact
The theme of practicality underscores the importance of ideas that can effectively be implemented and lead to real-world benefits.
"A good idea is not just theoretical; it can be tested, measured, and improved upon."
This quote introduces the concept of iterative development in idea management. It suggests that a good idea is dynamic evolving through testing and refinement. This aligns with the practical aspect of idea generation, which focuses on creating ideas that can be pragmatically developed and continually improved.
Collaboration and sharing
Collaboration is depicted as an essential part of the idea development process, where ideas are enhanced through collective input and diverse viewpoints.
"A good idea grows stronger when shared, as it gains new dimensions through others' perspectives."
This quote emphasizes the importance of sharing ideas early and often. It suggests that collaboration is not just about pooling resources but about enriching an idea by exposing it to different experiences and knowledge bases. Thus, the growth of an idea is seen as a collective journey, where each participant adds value.
Risk and boldness
Risk-taking is portrayed as a crucial element in developing groundbreaking ideas, where the willingness to venture into the unknown can lead to significant rewards.
"A good idea dares to challenge the norm, often stepping into uncertainty to find new possibilities."
This quote highlights the inherent risk in pursuing genuinely novel ideas. It suggests that the path to innovation is rarely straightforward and often involves venturing into uncharted territory. The willingness to take risks is thus portrayed as a defining characteristic of impactful ideas, where the potential for failure is outweighed by the possibility of discovering something entirely new.
The expanded analysis reveals that the themes of innovation, simplicity, practicality, collaboration, and boldness are deeply interwoven. For instance, innovation often stems from boldness, supported by cooperation and practicality. Simplicity ensures that even the most innovative ideas remain accessible and actionable. A comprehensive analysis of the quotes from "A Good Idea Is..." suggests that a good idea is multifaceted. It is innovative yet simple, bold yet practical, and it grows more robust through collaboration. This holistic view reinforces that the best concepts balance creativity with pragmatism, daring to challenge the status quo while remaining grounded.
Beyond methods: how evaluation frameworks
shape innovation
While tools such as PMI, Now–Wow–How, or Criteria Cards provide structured approaches for assessing ideas, experienced professionals understand that the selection of criteria often matters more than the tool itself. Every framework favours certain dimensions - feasibility, novelty, profitability, strategic fit - while potentially marginalizing others.
For example, if feasibility dominates the evaluation logic, incremental improvements will likely outperform radical innovations. If short-term financial metrics prevail, long-term transformative ideas may appear too risky. Thus, evaluation systems subtly guide organizations toward specific types of innovation outcomes.
In this sense, idea evaluation is also a reflection of organizational identity. What an organization chooses to reward reveals what it truly values. A culture that rewards experimentation will tolerate ambiguity and failure. A culture focused on efficiency may unconsciously suppress bold thinking.
Therefore, the critical question for leaders is not merely: “Which idea scores highest?” but rather: “What kind of innovation culture are we reinforcing through our evaluation logic?”
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Managing the tensions within a “Good Idea”
The analysis of the quotes suggests that a good idea is innovative yet simple, bold yet practical, and strengthened through collaboration.
However, these qualities are not always naturally compatible. Bold ideas are rarely immediately practical. Simplicity often emerges only after navigating complexity. Collaboration may enrich ideas but can also dilute radical elements.
Managing innovation therefore requires navigating paradoxes rather than eliminating them. The challenge lies in creating evaluation systems flexible enough to protect emerging ideas during their fragile early stages, while still ensuring accountability and strategic alignment.
Conclusion
In the end, the story of the grandfather, his grandson, and the donkey reminds us that no idea will ever please everyone; and it doesn’t have to. The real question is not whether an idea is universally accepted, but whether it creates meaningful value in its specific context.
A good business idea balances innovation with simplicity, boldness with practicality, and individual insight with collaborative refinement. It is tested, improved, and courageously pursued despite differing opinions.
Yet perhaps the most important insight is this: the success of ideas depends less on universal approval and more on the systems designed to evaluate them. Organizations do not simply discover good ideas, - they construct the conditions under which certain ideas can flourish.
Ultimately, a good idea is not the one that avoids criticism, but the one that withstands it, aligns with strategic intent, and is supported by an evaluation culture capable of recognizing its potential.
About the author
Prof. Elina Mikelsone is a Professor at Riga Technical University, Head of Design Factory, and Founder of the Idea Innovation Institute.
An internationally recognized expert in idea and innovation management, she specializes in idea management systems, organizational innovation, and innovation capability development. She has authored over 40 scientific publications and brings more than 15 years of practical experience, having supported over 400 organizations and developed the “Fitness of Ideas” program, equipping 2,000+ professionals to turn ideas into measurable innovation outcomes.
