Innovation projects are unpredictable. They often begin with excitement—an idea that promises to change the game. However, they may hit rock bottom after the initial phase, go through a messy middle phase filled with increments and setbacks, and, if they survive, eventually reach a final phase. Not all ideas are created equal; some arise from genuine market needs, while others result from chasing trends or fulfilling the expectations of higher-ups. Eventually, you reach a point where progress stalls, and the dreaded status update is requested by management. This is the moment of truth: do you sugarcoat the reality, portraying the project as a success-in-progress, or do you face the hard fact that it’s time to cut your losses?
The birth of an innovation project
Innovation projects often start with an idea. Ideally, this idea emerges from within the business, inspired by real customer needs or gaps in the market. However, more often than not, they are born from industry trends or external pressures from board members or executives. These projects may lack a solid foundation, yet teams are pushed to find solutions and move forward—sometimes without the clarity of whether they should.
The watermelon status
As the project progresses, managers and stakeholders demand updates. This is where the 'watermelon status' comes into play. On the surface, everything looks green—on track, within budget, and promising. But inside, it’s a different story—red with unvalidated assumptions, unclear direction, and looming failure. Why do teams maintain this facade? Often, it’s to avoid tough conversations or to sustain hope, even when the warning signs make it clear the project is not on a sustainable path.
The cost of keeping struggling projects alive
When teams choose to protect the project’s appearance rather than address its core issues, they risk wasting valuable resources. Time, talent, and money are spent prolonging a project that may never meet expectations. Worse yet, this habit of avoiding hard truths can become ingrained in company culture, making future innovation efforts just as flawed.
The biggest failure is not in killing a project—it’s in letting it drag on without any hope of success.
The risk of honesty
Being honest about the status of an innovation project can feel risky. Telling management that a project needs to be stopped or re-evaluated might be seen as an admission of failure, which could affect your standing in the company. Yet, the most innovative companies are those that embrace failure as a step toward future success. If a project is not validated, it’s better to pivot early or cut losses before more resources are sunk into it. This requires a culture that values transparency and continuous learning over blind perseverance.
Courage to redirect resources
Killing a project doesn’t mean giving up on innovation. It means acknowledging that not every idea will work—and that’s okay. In fact, redirecting resources to other projects or fresh ideas can lead to breakthroughs that wouldn’t have been possible if resources had been locked into a failing initiative. Innovation isn’t just about creating new things; it’s about knowing when to stop and shift gears when something isn’t working.
Conclusion: Choose value over vanity - not watermelon
In innovation, the greatest challenge isn’t coming up with ideas but having the courage to decide which ones are worth pursuing. Presenting a “watermelon” status to keep up appearances may seem like a short-term solution, but in the long run, it erodes trust and wastes resources. The real strength of an innovative company lies in its ability to be honest, even when it’s uncomfortable, and to prioritize value creation over vanity metrics. Sometimes, the most innovative choice is knowing when to stop.
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