Why Originality Matters

Originality is often misunderstood. It’s mistaken for flair, personality, or creative confidence, something you either have or don’t.

We believe that originality is much quieter and much more deliberate than that. It shows up in the decisions you make when there’s no obvious correct answer, and in what you choose to back, what you’re willing to question, and what you refuse to copy, even when copying feels safer.

“It’s better to fail in originality than succeed in imitation”

Originality can feel risky, especially for businesses starting out. When funding is in place, fans are gathering, and momentum is building, it’s tempting to follow patterns that already look proven. To borrow what’s working elsewhere. To smooth out the edges.

But it’s in those moments where things start to drift.

Because when markets shift, which they always do, sameness leaves very little room to move. Originality, on the other hand, creates space. It allows businesses to adapt, reshape and rebound when things don’t go to plan. And they rarely do.

Originality isn’t about being different for its own sake. It’s about being meaningfully different in ways customers would notice and miss if it disappeared.

That kind of difference doesn’t come from ideas alone. It comes from belief, judgment, and building organisations designed to support original thinking, not quietly punish it. Most businesses don’t lack ideas. What they lack are the conditions that allow those ideas to survive long enough to become something real.

“Growth often starts at the edge of failure”

It’s when assumptions are exposed and shortcuts stop working that originality is tested correctly. The most resilient brands aren’t those that avoid these moments. They’re built to respond to them. Nimble enough to learn. Clear enough to stay true. Brave enough to evolve without losing themselves.

This isn’t about chasing difference for attention.

It’s about building something that lasts.

The High Five of Thriving Original Thinking.

Here are our five reasons why we believe Originality matters, reinforcing the need for businesses to value originality over creative ambition. They show how original thinking shapes resilience, decision-making, and long-term relevance, especially when certainty is scarce and conditions are changing.

Originality Is a Business Decision

Originality doesn’t come from talent alone. It’s the result of how organisations are designed, led and rewarded.

Sameness Limits Movement

Copied models may feel safe, but they leave little room to adapt as markets shift.

Belief Comes Before Proof

Originality requires backing judgment before results appear, often without guarantees.

Failure Accelerates Learning

Original ideas expose assumptions early, helping organisations learn faster and with greater clarity.

Originality Compounds Over Time

The ability to reshape and rebound becomes a lasting capability rather than a one-off event.

Keep an eye out for the rest of the series to see how originality mattered to our own ventures, but how we couldn’t rebound and reshape to bring them to market.