Avoiding the Soft "Yes"

Harvard Business Review

The project team had spent the past six months designing a new strategy to accelerate growth in a critical emerging market for a multibillion-dollar multinational. The project leader believed the modest request would translate into an easy yes. This happens when executives get jazzed about a broad innovation strategy, nod their head vigorously in support of it, but stop short of committing real, tangible resources, however modest.