I agree with a lot of what's been said here about insights, needs, and validation but also have a slightly different perspective: When products are *too* innovative, they can really be a disconnect for consumers who don't understand why or how this new product fits into their lives. For large scale innovation, having an element of the familiar with something meaningfully different seems to be the sweet spot to mitigating risk. Just like Annie's Naturals is the slightly cleaner, healthier version of many cupboard staples, it can be good to be able to tell consumers "This is just what you love, but better!"

Innovation is one of many tools or levers that a company can use to deliver growth, improve company value and build your consumer franchise. I've found the most success is not in persuading investors, but in showing them how and why investing in innovation is one of the keys to meeting the overall company growth objective. Innovation may be required to strengthen the current portfolio, grow into new adjacencies, bring in new/attractive consumers into the franchise, or create additional value streams for the company. As the Innovation leader, you have the opportunity to craft the story and strategic rationale for why this work is worth the investment, and the what the potential return on that investment can be.

You instill fear or/and greed with your pitchdeck. Fear: look at whats coming to us. Greed: look at what you will miss out it you dont invest. Also most of this is tied to the founders and their personality, not the actual product. Everyone knows no vision stays the same. The question is, can the founders pivot in time.

Here are 5 key ways to convince skeptical investors of the success of innovative products: 1. Validate the market need: Present robust research and data showcasing the target audience, their pain points, and the potential market size. 2. Showcase the competitive advantage: Highlight the unique features, intellectual property, and proprietary technology that set your product apart. 3. Demonstrate a clear business model: Outline a viable revenue stream, pricing strategy, and path to profitability. 4. Provide a prototype or proof-of-concept: Tangible evidence of the product's potential can help alleviate concerns. 5. Share a go-to-market strategy: Detail a solid plan for production, distribution, marketing, and sales.