One thing to consider is the negative value of executing on a bad idea. This increases the abstract value of good ideas because the bad ideas actively sap execution potential.
Totally. One bad decision snowballs another and someone tries to channel their inner Steve Jobs, when, no one is Steve Jobs.
It's one of the things I really like about lean. It forces me to shut up and forget my own opinion or beliefs. It forces me to pursue a craft and get the measurements before moving forward instead of falling risk to hallucinating my own grandeur accidentally. I like it because it helps keep me grounded, pragmatic, and focused.
Huh? I'm talking in the abstract. Yes, people work on what they think makes sense, but they don't know what makes sense. Therefore an "idea guy" who tends to have good ideas has a value that may never be achieved by an engineer who can execute phenomenally well but tends to have bad ideas. Just because you can't quantify it doesn't mean it's not there.
Yes, people do know what makes sense to work on. That's why they choose to work on it, whatever it is at whatever time. They can change if they want, or if it doesn't make sense to do that thing anymore. What quantification is available? Do you mean "articulable?"
