The Myth of the Unique Idea

Why Success Comes from Execution — Not Originality

When you're starting a business, one of the first questions you’re likely to hear is: “What makes your idea unique?”

It’s a question loaded with pressure — and often, unnecessary distraction.

Those of you who have been following me for a while will know that I believe 'unique' is one of the most overused and misunderstood words in the world of business. Today, I turn my attention to the myth of the unique business idea.

The myth of the “unique idea” has become a staple of startup culture. Every accelerator application, investor pitch deck, and entrepreneurial course urges you to craft your “unique value proposition.” And while it’s essential to understand what differentiates you from your competitors, many founders confuse uniqueness with originality.

Here’s the hard truth: originality is overrated.

Most successful businesses weren’t built on a completely original idea — they were built on better timing, smarter execution, or a deeper understanding of customer needs.

Amazon didn’t invent e-commerce

Jeff Bezos didn’t pioneer the online store — he just built the best one. His early competitors, like Book Stacks Unlimited, got there first. But Amazon invested relentlessly in logistics, data infrastructure, and customer experience — the things that mattered most to buyers.

Uber wasn’t the first ride-hailing app

Before Uber, there was Sidecar, and even earlier, Taxi Magic. What Uber nailed was a seamless interface, aggressive market expansion, and a relentless funding strategy. The idea wasn’t unique, the execution was.

Spotify didn’t invent music streaming

Napster, Pandora, and Rhapsody were all earlier to market. What Spotify got right was licensing deals, ease of use, and a freemium model that converted millions of users. They understood the tech and the business model.

Dyson didn’t invent the vacuum cleaner

Vacuum cleaners existed for decades. What James Dyson did was relentlessly redesign it — over 5,000 prototypes — until he solved real problems others ignored: suction loss, poor design,  and inefficiency.

These examples show something important: the market rewards value, not novelty. Being “the only one” doing something might sound impressive, but it also might mean no one wants it yet, or worse, others tried and failed.

So, if not uniqueness, what should you focus on?

• Solving a real problem for a well-defined audience
• Making an existing solution better, faster, or cheaper
• Understanding what the customer values — and delivering it consistently
• Execution, execution, execution

A reusable water bottle isn’t a new idea. Neither is a language-learning app or a better razor. Yet Hydro Flask, Duolingo, and Dollar Shave Club are all thriving. Not because they were unique — but because they were relevant, compelling, and obsessively focused on delivering real value.

Final Thought:

Instead of asking “Is my idea unique?”, ask:

“Is my solution better?” “Can I execute more effectively?” “Am I solving a problem worth solving?”

Because in business, it’s not the idea that counts — it’s what you do with it.

For folks who enjoy an in-depth look at business may enjoy the stories I tell on https://why-start-ups-fail.com/why-startups-fail-podcasts/ Check it out. It's currently in beta as I build content. But there are some great lessons for all entrepreneurs.

And do not forget, you can always contact me via https://calendly.com/3-continents-consulting/open-discussion-how-can-i-help-you for a 30-minute chat about your business challenges.