Project teams had truly mastered “going broad”; they were good at generating lots and lots of ideas . . . But teams did a bad job of picking the best ideas to work on because our selection criteria were generally faulty. The problem stemmed from the team voting on ideas, a classic design thinking approach . . . The ideas with the most votes get explored further. But it turns out that people often vote for what is easy to implement and familiar, and that rarely yields ideas that will surprise and delight customers.