I used to have (and still have to some extent) a phobia for MBA jargonic terms.
Of course who can make out anything of “Paradigm shift in the market cap as per the prototype studies shown by the co-branded channels is going to drive incremental time-phased growth in the emerging alignment of resources.”
(More of such BS can be found at Gobbledygook generator)
Driven by the instincts, accompanied by the jargon-phobia and assumptions on how people and businesses behave, I started the business while ignoring the usual adages of doing market research, validating ideas, having some business plan etc.
It appeared that everything should be driven by common sense*. Just like you would expect volume to go high when you turn the knob, one would expect to make business on doing good work. It seemed that MBA jargons would only lead to analysis-paralysis and prevent us from taking the plunge.
That was not best of the decisions I made.
Having been there and done that, I now understand how those jargons and doctrines have been arrived at and why they are important.
There are guidelines like Don’t think too much. Just do it. Those are in general suitable for people who tend to over analyse or are too cautious to take plunge. But not for people who are ready to take plunge into anything if their instincts tell them to do so.