It occurs to me at the beginning of 2012 that the most obvious business decisions in 2011 are the decisions that needed the most scrutiny and thoughtful analysis. Coming up with a disruptive web product or a business idea can’t be obvious nor can it be simple; they should be both brutally ridiculed and as Fred Wilson notes, mocked and misunderstood.
My lesson from 2011 is the obvious products and ideas that are praised for their simplicity are stripped of their disruptive quality that only the unknown can offer. And when building a disruptive product or idea, the unknown is far more limitless than what is known.
Going forward, this framework sounds like an excellent litmus test to make the most disruptive and challenging ideas come to life. There is something that should be uncomfortable about building the obvious to everyone idea because it truly indicates that the upside is nil.