A trap a lot of these kinds of research labs or hard tech labs fall into is they start with the technology first, build that in a vacuum, and then they try to figure out what use cases to try to fit it into later. Whenever that happens, it always feels like the product isn't quite the right fit.
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Boult's core advice is to treat every significant new idea as if it were a venture‑backed startup inside your organisation. That means giving it a dedicated budget, a finite runway, clear deliverables, and hard stage gates where the project must "earn" the right to continue.
The Business of Tech
really cool ideas can just naturally make the world better and be commercially successful.
James Bolt — The Business of Tech
When people have to pitch a story, not a fifty page business case, and justify why their ideas deserve another few million dollars, they suddenly start thinking like founders instead of managers.
James Bolt — The Business of Tech