I think programmers are often dismissive of business people. Most of us could probably do marketing or managerial jobs if we were interested since we're the ones who really build the product. How hard can the business side be right?
People who are serious about business study MBAs for several years, because there's a lot to learn. You're not just going to learn it by reading some influencer blog posts.
When you're preinvestment, the best skills for entrepreneurs aren't technical, they're strategic. If you can assess a business idea like an investor you'll stop wasting time on things that are hopeless prospects to begin with. You also won't need to listen to influencers.
Steve Jobs said he was as proud of the things Apple didn't do as the things they did. They only took forward 20% of ideas IIRC, and probably canned a load of those too.
I'm working on a rapid innovation pipeline. I want to be able to brainstorm ideas, filter out the strategically weak ones, run quick tests on more promising ones, dig deeper into the target market/problem/technology that enables the idea, and move quickly. I want to do as much as possible without writing a line of code. That's the only way to keep things fast and low cost so I can carry on working in my cushy job and do this on the side. If one takes off, I'll then decide to focus on it, but by then the business model will be well validated and I'll be more certain about the potential.
The main things are a huge (ideally uncontested) potential market and a sustainable competitive advantage (i.e. moat). This means it's VRINE - valuable, rare, inimitable (can't be copied), non-substitutable (nothing else will do), exploitable (people will pay for it).
What is VRINE may be proprietary technology (ideally patented), key strategic partners (e.g. suppliers, distributors, collaborators), or perhaps brand if you're first to market. You also need the relevant resources and capabilities (i.e. skills) to be able to make it happen or attract people who can help you.
You should be at the leading edge of a new trend before other people are aware of it so you can become the dominant product ("blue ocean") and become associated with the product category itself. However, this is easier said than done since innovation is often messy, with no clear end point, so agility and learning is key. Also, Apple were consistently second movers, in which case you need a clear differentiator (think Stripe focussing on ease of use, Apple on design, etc.).
You may also want to research value chain reconfiguration. This explains how you can avoid competing head-on in established industries in ways the incumbents just can't respond to rapidly because it cuts against the core of their business model. The classic example is low cost airlines.
These aren't hard and fast rules. But check out the Innovator's Dilemma to see why entrepreneurs will always be needed.
People who are serious about business study MBAs for several years, because there's a lot to learn. You're not just going to learn it by reading some influencer blog posts.
When you're preinvestment, the best skills for entrepreneurs aren't technical, they're strategic. If you can assess a business idea like an investor you'll stop wasting time on things that are hopeless prospects to begin with. You also won't need to listen to influencers.
Steve Jobs said he was as proud of the things Apple didn't do as the things they did. They only took forward 20% of ideas IIRC, and probably canned a load of those too.
I'm working on a rapid innovation pipeline. I want to be able to brainstorm ideas, filter out the strategically weak ones, run quick tests on more promising ones, dig deeper into the target market/problem/technology that enables the idea, and move quickly. I want to do as much as possible without writing a line of code. That's the only way to keep things fast and low cost so I can carry on working in my cushy job and do this on the side. If one takes off, I'll then decide to focus on it, but by then the business model will be well validated and I'll be more certain about the potential.