Oriol Guitart 
In saturated markets, innovation no longer comes from new needs, but from removing friction in existing solutions. Complexity, lack of control, or slow processes create unnecessary user costs. Identifying, validating, and monetizing these frictions — with data and rigor — has become a key driver of real value creation.
The MVP (Minimum Viable Product) is not an excuse to improvise. Speed does not replace upfront analysis or methodological rigour. An MVP should validate how a real market interacts with a value-creating solution, not justify failed prototypes caused by a poor understanding of the problem, the industry, or the customer.
Reaching the user is no longer just a matter of persistence: it is a real challenge that requires rethinking how commercial contact works. It means moving from generating leads in volume to securing real conversations, addressing the saturation caused by spam and white calls, and applying multichannel strategies capable of recovering contacts, maintaining relationships, and turning what seemed lost into actual sales opportunities.
In some organizations, leaders may be abundant, yet those truly responsible for understanding what is happening and why are scarce. Execution is outsourced, and with it, control and learning are lost. Keeping part of execution in-house should allow organizations to develop judgment, make well-founded strategic decisions, and ensure that action becomes the true test of leadership.
Dynamic pricing promises to optimize revenue by adjusting prices in real time, yet it often clashes with consumer perception. Balancing efficiency, scarcity, and capturing the customer’s maximum willingness to pay, this strategy can lead to prices perceived as opportunistic, eroding trust. An analysis of when it creates value—and when it crosses the line into perceived greed.
For years, an overly simplified narrative has taken hold: entrepreneurship as synonymous with dynamism and freedom, and the corporate world as bureaucracy and conformism. The reality is less epic and far more demanding. Having an idea is not the same as being an entrepreneur; entrepreneurship begins when that idea is subjected to analysis, method, and market validation. It is not an escape from the corporate world, but a genuine intention to create more value—and the ability to capture it.
Measuring is not about accumulating metrics; it is about making better decisions. In this post, I explain the real difference between KPIs and OKRs, why confusing them ends up burning out teams, and how to use them in a complementary way: KPIs to ensure the health of the business, and OKRs to drive growth and strategy without falling into analysis paralysis.
A master luthier creates exceptional instruments, has strong demand, and even a waiting list, yet his business is limited by his own time. Scaling up means taking risks: investing, hiring, and moving from being solely a craftsman to becoming a manager. The real initial barrier isn’t the market—it’s a mindset: the vertigo of growth and the challenge of building a professional structure that allows expansion without losing quality.