That is why this is an advanced technique. Most teams simply won’t believe this rule until they see it enforced. But also, most executives are not able to prevent themselves from throwing good money after bad. And remember, most subordinates have elevated convincing their boss to fund their projects to a high art. The arguments for one more try are always compelling. But the whole point of innovation accounting is to have these decisions made in a rigorous fashion. Both the teams and the executives in the growth-board process have to learn and grow in order to do so.
