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Facing a major goal when seems you have is too few resources CAN BE an incredible inspiration for your organization’s innovation strategy.

I worked with a CMO who would revel in difficult situations where it seemed we had too few resources, negligible support, and slight chances of success. As he’d always remind us, when you have almost no support, you have almost nothing to lose. Because of this, he saw difficult and resource-scarce times as the BEST opportunity for creativity and moving ahead with a bold innovation strategy.

Too Few Resources Can Create Opportunities to Innovate?

That idea sounds ridiculous on the surface, especially if you have plenty of money and support to bring your new innovation strategy to life.

Yet in situations where we had far fewer resources than necessary, we would step up our innovation game with extreme creativity and more ingenious ways to bring big ideas to life.

Based on these experiences, coming up with many possibilities to get things done in novel ways became second nature!

16 Ways to Find New Innovation Resources

Ultimately, exploring many paths for non-traditional resources became a standard procedure. It was so routine, in fact, I developed a battery of questions we could use when launching any project to identify a potential pool of resources to tap. These strategic thinking questions pushed our thinking on potential internal and external partners, strategy changes, places to borrow short cut ideas, and new outreaches for support.

The point behind all the questions was finding ways to accelerate our ability to innovate, turning more ideas into reality to move our business ahead.

We’ve compiled the questions into an eBook called, “Accelerate – 16 Keys to Finding Resources for Your Innovation Strategy,” and you can get your own copy here.

Whether you use the questions individually or with your team, you’ll discover ample new options to work around resource limitations standing in the way of your innovation strategy’s progress! – Mike Brown

 

Find New Resources to Innovate!

NEW FREE Download: 16 Keys for Finding Resources to Accelerate Your Innovation Strategy

Accelerate-CoverYou know it’s important for your organization to innovate. One challenge, however, is finding and dedicating the resources necessary to develop an innovation strategy and begin innovating.

This Brainzooming eBook will help identify additional possibilities for people, funding, and resources to jump start your innovation strategy. You can employ the strategic thinking exercises in Accelerate to:

  • Facilitate a collaborative approach to identifying innovation resources
  • Identify alternative internal strategies to secure support
  • Reach out to external partners with shared interests in innovation

Download your FREE copy of Accelerate Your Innovation Strategy today! 

Download Your FREE Brainzooming eBook! Accelerate - 16 Keys to Finding Innovation Resources

Mike Brown

Founder of The Brainzooming Group, and an expert on strategy, creativity, and innovation. Mike is a frequent speaker on innovation, strategic thinking, and social media.

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We were on a call with an extended creative team generating ideas for client videos. During breaks, I found myself jotting down examples of important creative thinking skills the team was exhibiting.

7 Important Creative Thinking Skills

7-creative-thinking-skills

Infographic by and courtesy of Diane Bleck – DoodleInstitute.com

These seven creative thinking skills demonstrated during the call are ones which benefit both those who display them and those working with them too:

1. Suspending advocacy of your own idea to push for another person’s concept.

It’s helpful to be able to come into a creative situation and demonstrate your willingness to champion another person’s idea. It can open the way to getting others to support your thinking, as well.

2. Putting your own idea to the same test you apply to an idea from someone else.

When it comes to your own ideas, it’s easy to be a hypocrite and apply all kinds of hurdles to other ideas while letting your own thinking slide by unchallenged in your own mind. Just one thing to remember: don’t become somebody known for doing this!

3. Combining two different ideas and making them better (not muddled) as one idea.

Often (maybe “almost always”) compromising on creative ideas leads to something nobody likes, recognizes, or thinks satisfies the original objective. Being able to dissect ideas to pull out highlights and put them together as something new, however, is entirely different, and a great skill to have.

4. Letting someone else take “ownership” of your idea in order to build support for it.

This skill really tests whether you believe so strongly in an idea you’re willing to let someone else step up and take it on as their own idea to see it prevail. The key to seeing your idea win out can be letting somebody else be the vocal proponent for it.

5. Displaying the patience to wait for someone else to say what needs to be said so all you have to do is agree.

It’s tempting to jump in right away and make all the points you feel necessary in a creative discussion before anyone else talks. At times though, patience and silence are called for when it becomes clear someone can and will express your perspective – and can do it more appropriately than you can.

6. Sticking to your guns amid challenges to a creative idea which makes solid strategic sense.

There are many creative ideas which, while being really cool, have nothing to do with what you’re trying to achieve and how you should be achieving it. When confronted with others who are passionately arguing for highly creative yet hardly strategic concepts, make and remake your case if the idea you’re advocating is on the mark strategically.

7. Always looking for new creative skills to develop in yourself and those around you.

Not only do you want to make yourself stronger creatively at every juncture, it’s in your best interests to help improve the creative performance of your overall team. Creative meetings are a great opportunity to spot gaps others labor under as well as seeing your own creative shortcomings. Inventory what you saw (or didn’t see) after a creative meeting and get to work filling the gaps.

How are you doing on these 7 creative thinking skills? How about your team?  – Mike Brown

If you enjoyed this article, subscribe to the free Brainzooming blog email updates.

 

Find New Resources to Innovate!

NEW FREE Download: 16 Keys for Finding Resources to Accelerate Your Innovation Strategy

Accelerate-CoverYou know it’s important for your organization to innovate. One challenge, however, is finding and dedicating the resources necessary to develop an innovation strategy and begin innovating.

This Brainzooming eBook will help identify additional possibilities for people, funding, and resources to jump start your innovation strategy. You can employ the strategic thinking exercises in Accelerate to:

  • Facilitate a collaborative approach to identifying innovation resources
  • Identify alternative internal strategies to secure support
  • Reach out to external partners with shared interests in innovation

Download your FREE copy of Accelerate Your Innovation Strategy today! 

Download Your FREE Brainzooming eBook! Accelerate - 16 Keys to Finding Innovation Resources

Mike Brown

Founder of The Brainzooming Group, and an expert on strategy, creativity, and innovation. Mike is a frequent speaker on innovation, strategic thinking, and social media.

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When it comes to whether an organization demonstrates ample creativity and new ideas, you have to place a load of responsibility on the leadership. How the leaders encourage and cultivate new ideas (or don’t) will affect the volume and richness of creativity throughout the organization.

160709-No-Dump-Ideas

If you want to go deeper into our thinking on the topic, here are a variety of articles on how leaders both support and stand in the way of creativity and new ideas.

Leaders Supporting Creativity and New Ideas

Creative Thinking – 7 Keys to How “Idea Magnets” Boost Creativity

Career Challenges – 8 Ways to Let Talented People Help You

The Process of Strategy Planning: 5 Ways to Keep the Boss from Dominating

New Employee Success – 5 Ways to Create Success for New Ideas

Be a Business Fan for Your Work Team Members

Creative Thinking Skills: 6 Tips for Sharing and Receiving Creative Ideas

Unleash Creative Possibilities with Bob Thacker

Extreme Creativity – When Do You Trust a Creative Genius?

Leaders Getting in the Way of Creativity

5 Ideas When an Uber-Positive Boss Crushes Creative Thinking

Protecting Your Creativity in a Culture that Doesn’t Value It

New Business Ideas and a Creative Block in Your Organization

Mike Brown

 

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ebook-cover-redoBoost Your Extreme Creativity with “Taking the NO Out of InNOvation”

Download our FREE “Taking the No Out of InNOvation eBook to help generate extreme creativity and ideas! For organizational innovation success, contact The Brainzooming Group to help your team be more successful by rapidly expanding strategic options and creating innovative growth strategies. Contact us at info@brainzooming.com or call us at 816-509-5320 to learn how we can deliver these benefits for you.

Download Your Free

Mike Brown

Founder of The Brainzooming Group, and an expert on strategy, creativity, and innovation. Mike is a frequent speaker on innovation, strategic thinking, and social media.

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Reviewing the innovation strategy challenges business executives identified when downloading Brainzooming eBooks, they frequently mention gaining “buy-in” for significant change initiatives. That’s no surprise. There are so many ways to botch involving employees (and community members, if that’s your audience) in developing and successfully implementing an innovation strategy.

Here are five keys we’ve found for successfully engaging employees in innovation strategy. Consider it “The Brainzooming Buy-In Manifesto,” written in the voice of your employee or community member.

The Brainzooming Buy-In Manifesto – 5 Keys to Engaging Employees in Innovation Strategy

Employee-Engagement

Ask me to participate

Ask about my aspirations and hope for our organization. Help to me to productively contribute to identifying what we need to do and what it might mean for us. Let me share ideas for how we might be able to accomplish the changes we need to make.

Listen to my ideas

Let me share what I’ve been thinking about or maybe just imagined. Listen as I struggle to put words or images to big ideas that aren’t fully formed. Listen to the ideas you hoped to hear, and keep listening when I share challenging perspectives and ideas that aren’t nearly as comfortable to accept.

Incorporate my ideas in our collective direction

If I’ve shared ideas, I expect to be able to recognize how they shaped what we’re going to do. We may not do everything that I suggested, but I want to be able to see how my participation influenced or shaped the overall view of what we’re going to try to accomplish, and how we’ll make it happen.

Let me know what’s going on

I’ve shared my ideas. I don’t want them to simply go into a big black box and then have to comb through a document or internal announcement later to see what happened after I was involved. Even if I need to return to what I do every day, don’t forget I was part of the team in its earlier stages. We have a legitimate expectation to keep hearing about what’s happening even if my participation is reduced.

Talk in real words

When sharing ideas and information, use familiar language we use within our organization. Don’t hide questionable ideas or intentions in vague or jargon-filled language that obscures meaning and understanding.

That’s the Brainzooming Buy-In Manifesto

If you want engagement and ongoing participation for developing and implementing an innovation strategy, start with these five keys. – Mike Brown

 

If you enjoyed this article, subscribe to the free Brainzooming blog email updates.

Looking for a Successful Innovation Strategy to Grow Your Business?
Brainzooming Has an Answer!

Brainzooming Outside-In Innovation Strategic Thinking Tools eBookBusiness growth can depend on introducing new products and services that resonate more strongly with customers and deliver outstanding value compared to what’s currently available.

Are you prepared to take better advantage of your brand’s customer and market insights to generate innovative product ideas? The right combination of outside perspectives and productive strategic thinking exercises enables your brand to ideate, prioritize, and propel innovative growth.

Download this free, concise eBook to:

  • Identify your organization’s innovation profile
  • Rapidly deploy effective strategic thinking exercises to spur innovation
  • Incorporate market-based perspectives into your innovation strategy in successful ways

Download this FREE eBook to turn ideas into actionable innovation strategies to drive your organization’s comeback!





Download Your Free  Outside-In Innovation Strategic Thinking Fake Book




Mike Brown

Founder of The Brainzooming Group, and an expert on strategy, creativity, and innovation. Mike is a frequent speaker on innovation, strategic thinking, and social media.

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I mentioned in an earlier article how the Gas Can event on June 24, 2016 was “half empty” at best. After the event, I posted on Facebook about how difficult it is, once you’ve produced events, to sit in the audience and not re-produce an event with major production problems.

While writing an article poking holes in the Gas Can program would be easy, however, it wouldn’t have much value for you.

Instead, how about a list of 14 event marketing strategy questions you can use the next time you or your organization plan an event? It’s one way of passing along our conference production experience and lessons to all of you.

14 Event Marketing Strategy Questions You NEED to Ask Early

Gas-Can-Crowd

If you’re planning a conference, ask all of these questions in plenty of time to do something about them!

  1. Have you seen the speakers you’re putting on stage?
  2. If you haven’t seen all of the speakers, have you at least seen some of them to know where to place the strongest speakers?
  3. For the speakers you haven’t seen, do you have an idea of what they are planning to speak about so you can arrange them in a way that there is continuity (and not a violent and uncomfortable swing in tone and subject) between each segment?
  4. To boost networking, have you designed name tags so peoples’ names and companies are bigger than the event name (since people know where they are, but don’t necessarily know other people)?
  5. Have you planned to start the event with your second biggest moment?
  6. Have you planned to end the event with your biggest moment (especially if you’re planning a next event in this series of events)?
  7. Have you made it easy for attendees to create and share social media content about the event?
  8. If you’re attempting to create a legitimately curated event (meaning you are deliberately challenging the audience’s patience and tolerance for variety in disparate segments), have you figured out how to provide a few cues to tie the pieces together so attendees don’t walk away feeling as if the program was a random jumble?
  9. Have you scheduled a rehearsal and made sure you’re absolutely confident with what and how every speaker is going to do (and whether every presenter should still be on the agenda)?
  10. Have you made sure you have a monitor in the front of the stage so presenters don’t have to keep turning away from the audience to see what the current slide is?
  11. Have you satisfied yourself that presenters have strong enough diction, volume, and speaking styles so the audience will be able to understand what they are saying throughout their presentations?
  12. Have you tested the sound system well in advance and made sure it will work for all the elements of your program?
  13. Do you have someone knowledgeable about the sound system and the venue running the sound?
  14. Is the stage lit properly so the audience can see (and photograph for social sharing) both the presenter and the slides

Yes, you need to be able to answer “Yes” to all these event marketing strategy questions. – Mike Brown

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Mike-Brown-Gets-Brainzoomin

Contact us to learn all about how Mike Brown’s workshops on social media and content marketing can boost your success!

Mike Brown

Founder of The Brainzooming Group, and an expert on strategy, creativity, and innovation. Mike is a frequent speaker on innovation, strategic thinking, and social media.

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Following our post on the tenth anniversary of the Brainzooming strategic planning methodology, the guys at Armada Corporate Intelligence, who were an important part of developing and testing the process, wrote a companion article. They highlighted 5 keys to streamlining strategic planning based on how we implemented the Brainzooming process as a contrast to traditional (and slow) strategic planning techniques.

In an edited excerpt, here is what they shared in their Inside the Executive Suite column about streamlining strategic planning.

5 Keys to Streamlining Strategic Planning

Planning-Meeting

Most executives can’t write a strategy plan, so don’t make them

We hit this challenge repeatedly. Executives that SHOULD know how to develop and write a strategic plan struggled. Since strategy planning is an infrequent activity, it is difficult for executives to master it. We learned that if we asked executives a series of questions leading to the information needed to complete a strategy plan,  they became productive strategy planners.

Strategy Implication: Remove the tedious aspects of strategy planning, replacing them with efficient alternative approaches. This implies focusing participants on contributing in ways that they can be most productive.

The number and types of participants are critical to developing a strong plan

A marketing manager is generally the expert on a particular product line. That doesn’t mean, however, it works best for him or her to close the door and spend weeks trying to write a marketing plan individually. To compress the time spent planning, we assembled multiple people with important, yet perhaps more narrow perspectives on a product line, to participate. The collaborative approach created more thorough and vetted plans. Involving more people turned weeks of solo work into a one-day collaboration to prepare a strategy plan.

Strategy Implication: Adding more people is only part of the equation. The right mix of participants must include three perspectives: front-line people, functional experts (i.e., finance, operations, market research), and innovators (people that look at business situations differently). This combination, typically accomplished with five-to-ten people, leads to a stronger strategy.

A strategy plan should be integral to daily business activities

One problem with strategic planning is it often seems completely separate from other activities. The plan includes big ideas, statements, and expectations beyond anything an organization will ever do. It summarizes the strategy in jargon foreign to daily business conversations. We instead developed a process built around facilitating conversations among people with a big stake in company performance. This leads to a realistic focus on implementing what matters for business success within the plan.

Strategy Implication: By building strategy planning around collaborative conversations, the plan input sounds just like how people in the organization talk. The ideas incorporated into the plan also come from within the organization and aren’t dropped into it by (an ultimately) disinterested outsider. It speeds understanding, acceptance, and rapid implementation of a strategic viewpoint and plan.

Creative thinking exercises generate ideas, not facts

We adapted the strategy planning process to develop major account sales plans. This switch supported a program aligning sales activities for the company’s largest accounts. Despite similarities, a sales planning workshop’s success depended tremendously on how knowledgeable the sales participants were. While creative thinking exercises help generate new ideas, it became clear that creativity couldn’t help a salesperson without key facts (e.g., knowing the decision maker) generate answers.

Strategy Implication: Document as many needed facts as possible BEFORE assembling a group to collaborate on plan building. Use online surveys, focused fact-finding exploration, and pre-session homework to establish basic information. This is vital since nothing shuts down a planning session as quickly as the absence of key facts no one can credibly address.

There are multiple ways to complete a strategy plan

With an internal department driving the rapid planning approach we used, there was no built-in bias to require a complex set of planning steps. Everyone benefitted by simplifying the process as much as possible. In fact, our approach was to use everything the internal client had already completed that would move planning ahead more quickly. Instead of using a static process requiring internal clients to adapt, our process adapted to what worked best for the internal clients and the business.

Strategy Implication: There are many ways to develop and complete a strategy plan. The overall steps are basically the same for a corporate strategy, a marketing plan, or a functional area’s priority setting. Recognizing that, there is significant flexibility to vary planning steps to accommodate an organization’s ability to develop and execute a strategy. For the sake of efficiency, we did insist in every case that we would time-constrain planning activities and manage conversations to keep things out of the weeds. This ensured everything we did was adding new insights and material to complete the final plan. – Armada Corporate Intelligence

If you enjoyed this article, subscribe to the free Brainzooming email updates.

 

Find New Resources to Innovate!

NEW FREE Download: 16 Keys for Finding Resources to Accelerate Your Innovation Strategy

Accelerate-CoverYou know it’s important for your organization to innovate. One challenge, however, is finding and dedicating the resources necessary to develop an innovation strategy and begin innovating.

This Brainzooming eBook will help identify additional possibilities for people, funding, and resources to jump start your innovation strategy. You can employ the strategic thinking exercises in Accelerate to:

  • Facilitate a collaborative approach to identifying innovation resources
  • Identify alternative internal strategies to secure support
  • Reach out to external partners with shared interests in innovation

Download your FREE copy of Accelerate Your Innovation Strategy today! 

Download Your FREE Brainzooming eBook! Accelerate - 16 Keys to Finding Innovation Resources

Mike Brown

Founder of The Brainzooming Group, and an expert on strategy, creativity, and innovation. Mike is a frequent speaker on innovation, strategic thinking, and social media.

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We introduced the first Brainzooming strategic planning workshop resembling what we do today as The Brainzooming Group ten years ago, June 19-20, 2006.

Here’s the story of how a request from a big supporter, then and still, instigated a major change in the Brainzooming methodology.

Linking Creativity and Strategic Planning

I met Chuck Dymer, the Brilliance Activator, in the mid-1990s. Chuck facilitated multiple engaging, high-energy strategic innovation sessions for us at Yellow Corporation. Chuck’s creativity techniques and helped us generate tons of ideas. We started dabbling within our market planning team to help our internal clients generate new ideas, too. We’d do these sessions as part of strategic planning. Since we were learning as we went, some sessions worked better than others. The common denominator was we’d help internal teams generate ideas, document and categorize them, and deliver a long organized list. We’d then turn to preparing a strategic plan.

After several cycles, it became apparent our marketing managers couldn’t translate the ideas into effective plans. The ideas were filed away, and they returned to struggling to create plans using traditional ideas.

In May 2006, Dave Kramer, a Senior Sales and Marketing VP at one of our transportation subsidiaries asked us to help one of their company president’s come up with a strategic plan – quickly. They had to deliver the plan to improve performance and profitability to their CEO by the end of June.

Brainstorming-Session-Contribute-to-Success

We had the processes and exercises needed already developed buy had never put them all together to move from ideas to plans within a day or two. Keith Prather of Armada Corporate Intelligence, our strategic partner, and I sat down to figure it out. Finding an article in Inc. magazine about a consultant selling two-day business planning, we saw a possibility. The consultant streamlined traditional strategic planning steps, introduced fun videos, and created a tolerable experience for executives creating a strategic plan over a weekend.

If this guy could do it in two days, we DEFINITELY could! I’d already been accumulating strategic thinking exercises for ten years by that time. All we had to do was integrate the right ones and speed up what we could accomplish in a strategic planning workshop.

Simplifying a Strategic Planning Workshop

After creating the strategic planning workshop, we surveyed the company’s senior team for ideas in advance and headed to Harrisburg, PA for the in-person work. We shared the survey results, led them through prioritizing opportunities and threats, and started to tackle what they needed to do to accomplish their big objectives the first afternoon. Using a few basic posters, we described the strategic thinking exercises, using easel pads and sticky notes to capture ideas. As early evening approached, we had everything needed to draft a pretty solid plan. By facilitating the strategic conversations in a targeted, productive way, even potentially off-topic chatter contributed to completing the strategic planning template we designed.

While the rest of the group went to dinner, Keith and I went to an office supply store to buy a travel printer. Back in the hotel’s meeting room, we typed everything from the day to complete a strategic plan document. Chalking up a late night creating a strategic plan marked an early Brainzooming process standard.

The next morning, the group returned, surprised to find printed copies of the draft strategic plan. All they needed to do was review what we’d created and assign dates and names to strategies and tactics. Afterward, they had the strategic plan!

160620-Brainzooming-Birth1

 

After that, whenever we designed a strategic planning workshop, we made deliberate design decisions on the right balance of creative thinking and focused plan building. The mix varies from pure creativity to pure planning, with usually some mix in between.

Dave introduced our process into the other subsidiary companies in his area of corporation. We also worked with Jim Ferguson at Roadway Express (another subsidiary) to test our process with his teams’ plans. That’s why I tell people the Brainzooming process was really honed in Akron, OH, where both Dave and Jim worked. At one point, Dave said, “I thought you guys had a process, but I saw what you did change every day.” Our answer was we were learning new things daily and adapting what our technique to reflect new successes and failures. By the time I left YRC to spin off The Brainzooming Group as a full-time outsourced strategy, innovation, and planning company, we had completed two hundred workshops of varying types.

That’s the story behind the first Brainzooming workshop ten years ago.

We’re proud to say Dave Kramer remains a client, using us to help develop strategy (for sales growth, communications, branding, and company direction) at two subsequent companies where he’s served as a C-level executive.

Do you want to develop an actionable strategic plan really fast?

If your company could benefit from quickly developing innovative ideas, understanding opportunities in new ways, and creating an actionable, collaborative plan, contact us. Let’s talk about how what we do can help your organization thrive! – Mike Brown

 

Find New Resources to Innovate!

NEW FREE Download: 16 Keys for Finding Resources to Accelerate Your Innovation Strategy

Accelerate-CoverYou know it’s important for your organization to innovate. One challenge, however, is finding and dedicating the resources necessary to develop an innovation strategy and begin innovating.

This Brainzooming eBook will help identify additional possibilities for people, funding, and resources to jump start your innovation strategy. You can employ the strategic thinking exercises in Accelerate to:

  • Facilitate a collaborative approach to identifying innovation resources
  • Identify alternative internal strategies to secure support
  • Reach out to external partners with shared interests in innovation

Download your FREE copy of Accelerate Your Innovation Strategy today! 

Download Your FREE Brainzooming eBook! Accelerate - 16 Keys to Finding Innovation Resources

Mike Brown

Founder of The Brainzooming Group, and an expert on strategy, creativity, and innovation. Mike is a frequent speaker on innovation, strategic thinking, and social media.

More Posts - Website

Follow Me:
TwitterFacebookLinkedInPinterestGoogle Plus

Continue Reading