Passage Summary: New business ideas usually die because companies put their best leaders on the big, established projects instead of the new ones that actually need the help.

Conclusion: Companies should prioritize assigning their most talented managers to new product development rather than established lines.

Reasoning: New ventures require high levels of skill to succeed despite low initial revenue, yet talent is currently funneled toward high-revenue projects, causing new ventures to fail.

Analysis: The argument assumes that the benefit of moving talent to new projects outweighs the potential loss of moving them away from established ones. To strengthen this, look for an answer that suggests established product lines are stable enough to function well without top-tier management. If high-revenue lines essentially run on autopilot, then the 'cost' of reassigning those managers is minimal. We want to bridge the gap between 'new projects need help' and 'we should definitely move the managers there.'