But keep in mind: feasibility isn’t only about internal capabilities like data quality, tech infrastructure, or talent. It again requires an outside-in perspective. Some spaces may appear attractive – large markets, mature tech – but may be difficult to win due to high entry barriers, capital intensity, or strong incumbents. Others may be constrained by regulation or shifting policy.
Assess feasibility by asking:
- Do we have – or can we build – the internal capabilities needed to execute?
- Are there external constraints (like regulation or market saturation) that make this hard to win?
- Is this a space where competitors already have a significant lead or unfair advantage?
This broader view helps ensure you don’t pour time and energy into exciting ideas that aren’t winnable – no matter how technically feasible or high-potential they might seem.
Feasibility and prioritization should be pressure-tested with experts and stakeholders:
- Functional leads can speak to business urgency and context
- Data and AI teams can assess technical viability
- External experts (or even clients/partners) can help uncover blind spots or industry dynamics
This cross-functional input ensures you’re not just chasing ideas that look good on paper, but investing in those that are actionable, relevant, and supported across the business. Refine. Align. Then move forward with the top 3–5 high-value opportunities.
Use this dual-lens canvas to guide the conversation.