Is it possible to be too focused?

In this episode, Chris Sugden, Managing Partner at Edison Partners explores the flip side of the "bright shiny object" problem: when over-prioritization and excessive processes actually stifle innovation.

While most growing companies struggle with distraction rather than too much discipline, there's a real risk as you scale: you become so locked into hitting quarterly targets that product innovation quietly disappears. Chris shares practical benchmarks for spotting this problem early, including how much of your revenue should come from new products and why founders need to protect time for roadmap thinking, even as operational demands intensify.

Chris also discusses when a Chief Product Officer becomes essential, how AI tools can actually help with roadmap planning, and why innovation doesn't always mean new products, sometimes it's a new way to bring your existing product to market.

In this conversation, you'll learn:

How over-prioritization can lead to missed opportunities for innovation
The importance of balancing focus with creativity in a growing company
Why acquisitions aren't always the best solution for scaling
How to evaluate the long-term impact of new products on revenue

Key Moments: (00:00) Acquisitions are harder than they look (00:16) Introduction (00:33) Recap of previous episode on CEO distractions (01:21) The "tactical pause" concept from West Point (02:06) Flipping the coin — can a company over-prioritize? (02:59) When does too much playbooking create bureaucracy? (03:53) Innovation suffers when teams are only focused on hitting the quarter (04:44) Measuring innovation: new product revenue as a benchmark (05:44) The role of a CPO in balancing process and creativity (06:38) The tension between too much focus and chasing new ideas (07:36) Acquisitions vs. building — know your customer better than anyone (08:33) Multi-product companies and the need for ongoing innovation (09:18) Go-to-market innovation as an alternative to new products (10:05) 24-month benchmark for measuring new revenue

When Prioritization Becomes a Problem