Innovation: Difference between revisions

When telling a story, do not overlook the importance of that “suspense” element. This is what converts your story from a matter of basic arithmetic to a towering rollercoaster bildungsroman. A problem whose solution is clear to all from the outset is — ''not a problem''. Patrons will not pay to see a movie without some ''jeopardy'': an ebb and flow of fortunes, some heart-in-mouth moments culminating in a grand set-piece involving ninja-level [[swordcraft]] is what the punters pay to see.

Hence the psychology of professional advisory business: looking for ''unsolved'' problems. There is no value in a solved problem — a basic reason [[why is legaltech so disappointing|why legaltech is disappointing]] is that no sooner has it achieved its purpose, its value evaporates. Hence, legaltech ''never quite'' solves problems.

What do do if there are no problems? ''Make'' some. Part of the dark art of any advisory business is to persuade the client that it has a problem. That may involve contorting previously-solved problems: ever so slightly twisting the chassis so the wagon doesn't quite seat itself on the rails any more. ''Then'' there is some valuable<ref>To the professional advisor: remember in whose eyes beauty lies.</ref> peripheral fiddling to do.

There is an [[emergent]] property of any gathering of [[legal eagle]]s is to surface imperfections in the work product: illuminate them, turn them over, inspect them from all sides — to relentlessly focus until, by consensus, this tiny blemish has achieved momentous significance.  

This is the best kind of arse-covering, of course: identifying and, after lengthy exchanges eliminating, phantom contingencies that could not in, a sober universe, come to pass and which, even in our drunken one, are overwhelmingly improbable.