When selecting new innovation projects, some committees prize consensus — and thus end up funding only ideas whose success is plain to see, which is often an incremental innovation. Meanwhile, venture capitalists looking for the next big thing might do the opposite, picking projects on which they disagree. These types of project selection quandaries are reflected in new research, which models the effectiveness of common decision methods such as voting, scoring, and ranking. A simple form or ranking emerged as the recommended approach in many situations, but leaders must weigh several questions when deciding which process to utilize.
