Comments on: Build the Product, Then Get Feedback http://www.investoralist.com/innovate-then-get-feedback/ where curious minds meet Tue, 31 Jan 2012 09:28:00 +0000 hourly 1 http://wordpress.org/?v=3.3.1 By: investoralist http://www.investoralist.com/innovate-then-get-feedback/comment-page-1/#comment-2403 investoralist Sun, 17 May 2009 20:32:27 +0000 http://www.investoralist.com/?p=1117#comment-2403 Whitney,<br><br>Thank you for the comment and for following. <br><br>I think the feedback loop only works when the product or service itself is solid enough to elicit meaningful conversations. Without a clear vision and ownership of the end product, you end up with well-intentioned noises but little results. Have you checked out Cambrian House? Execution partially contributed to their ultimate failure, but I wonder if the idea itself was also highly flawed. Whitney,

Thank you for the comment and for following.

I think the feedback loop only works when the product or service itself is solid enough to elicit meaningful conversations. Without a clear vision and ownership of the end product, you end up with well-intentioned noises but little results. Have you checked out Cambrian House? Execution partially contributed to their ultimate failure, but I wonder if the idea itself was also highly flawed.

]]> By: Whitneyljohnson http://www.investoralist.com/innovate-then-get-feedback/comment-page-1/#comment-2402 Whitneyljohnson Sun, 17 May 2009 17:35:06 +0000 http://www.investoralist.com/?p=1117#comment-2402 Found you via Twitter (via Motley Fool's followings); am enjoying your thought process. There certainly is a tension between getting feedback and not, but I tend to agree with you -- whenever something is really new -- so much about it is unknowable (and potentially a classic 'disruptive innovation') that our instinct is to say 'it won't work.' Found you via Twitter (via Motley Fool's followings); am enjoying your thought process. There certainly is a tension between getting feedback and not, but I tend to agree with you — whenever something is really new — so much about it is unknowable (and potentially a classic 'disruptive innovation') that our instinct is to say 'it won't work.'

]]> By: investoralist http://www.investoralist.com/innovate-then-get-feedback/comment-page-1/#comment-1890 investoralist Sun, 17 May 2009 14:32:27 +0000 http://www.investoralist.com/?p=1117#comment-1890 Whitney,<br><br>Thank you for the comment and for following. <br><br>I think the feedback loop only works when the product or service itself is solid enough to elicit meaningful conversations. Without a clear vision and ownership of the end product, you end up with well-intentioned noises but little results. Have you checked out Cambrian House? Execution partially contributed to their ultimate failure, but I wonder if the idea itself was also highly flawed. Whitney,

Thank you for the comment and for following.

I think the feedback loop only works when the product or service itself is solid enough to elicit meaningful conversations. Without a clear vision and ownership of the end product, you end up with well-intentioned noises but little results. Have you checked out Cambrian House? Execution partially contributed to their ultimate failure, but I wonder if the idea itself was also highly flawed.

]]> By: Whitneyljohnson http://www.investoralist.com/innovate-then-get-feedback/comment-page-1/#comment-1889 Whitneyljohnson Sun, 17 May 2009 11:35:06 +0000 http://www.investoralist.com/?p=1117#comment-1889 Found you via Twitter (via Motley Fool's followings); am enjoying your thought process. There certainly is a tension between getting feedback and not, but I tend to agree with you -- whenever something is really new -- so much about it is unknowable (and potentially a classic 'disruptive innovation') that our instinct is to say 'it won't work.' Found you via Twitter (via Motley Fool's followings); am enjoying your thought process. There certainly is a tension between getting feedback and not, but I tend to agree with you — whenever something is really new — so much about it is unknowable (and potentially a classic 'disruptive innovation') that our instinct is to say 'it won't work.'

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