The soft no allows that. When an organization says "no" to ideas, it should say them in a non-arrogant way that allows for the ideator to still succeed. As an example, while leading innovation at USAA we said not to many ideas. But I quickly learned that we weren't he harbinger of all things innovation and made many mistakes about predicting innovation value. So we created a soft no that told the ideators that although we weren't using organizational resources to pursue their idea, they were welcome to pursue sponsorship and development on their own. That we in the leadership made many mistakes and perhaps we were wrong about not pursuing their idea. For most people, this was enough to table their idea for ever. But for the super motivated, true believer, this allowed them an avenue to still pursue the idea. The result was a number of tangible innovations that eventually launched without the help of the innovation program. hey launched merely because we provided a soft no to the ideators that allowed them to still pursue their ideas.
the soft no is a great tool for resource constrained environments that allows an innovation program to focus, but still lets motivated internal entrepreneurs to pursue their ideas.