Implementation | The Brainzooming Group - Part 2 – page 2
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What could you do to your boring office so you and others are thinking strategically more readily and effectively?

Someone searched and came to the Brainzooming.com website looking for strategic thinking in the office examples. While we have a post on doing thinking strategically without leaving the office, we don’t have anything on how the physical surroundings of an office can boost strategic thinking.

32 Ideas for Thinking Strategically in the Office

If I were going to outfit an office to boost strategic thinking in a big way, here are things I’d do (and btw, the links below are nearly all affiliate links):

Physical Surroundings

I’d make these adjustments to the physical space:

  • Include a mobile, magnetic white board to draw out ideas
  • Even better, white board paint to make all the walls into white boards (and underneath, we’d apply metal primer so we could use magnets to hold up paper)
  • Paint grids (maybe like graph paper) on the white board walls to organize thinking and ideas
  • Maybe smart board technology (but I’m not quite sold on it yet)
  • A couple large screens to look at data, images, and video
  • Video conferencing equipment (preferably a Telepresence system, if at all possible)
  • Soft carpet to be able to lay on the floor and imagine
  • Make sure there are plenty of windows to look outside
  • Include multiple types of lighting with multiple ways to shut them down in certain parts of the office, but not in the other parts
  • Have fifty square feet of space per the number of people expected to meet for strategic thinking in the office

Strategic Inputs

For strategic jumping off points, there are various things to include:

Supplies and Resources

Here’s my shopping list for resources:

Other Stuff

These are other things I’d want around or available in the office:

Granted, it’s likely everything I spelled out here would not fit in most offices. And there is no way this is a universal list for fostering thinking strategically in the office. What will make thinking strategically easier and more frequent in your boring office will depend on what stimulates your best strategic thinking. – Mike Brown

 

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From a day-to-day perspective in the corporate world, we didn’t necessarily use objective metrics about creative ideas. Too often, it came down to whether an executive liked or didn’t like an idea.

After talking with a friend, I think the percent of time you are told to pull back your creative ideas because they are too big and bold may be a good way to assess how your creativity is faring in an organization. My friend explained that over a period of years, her bosses shot down every dynamic possibility she proposed as a creative marketing idea. The cumulative impact is she no longer offers big creative ideas because there isn’t any point. Her learned reluctance to push bold creative ideas now creeps into other situations where she does have tremendous latitude to introduce bold ideas. As she describes it, this phenomenon frustrates her professionally AND personally. It takes the creative joy out of side projects she does.

An Objective Creativity Metric

You could define a metric on how often you are told to pull back your creative ideas as a ratio:

Number of creative ideas you suggest
Number of times you have to pull back creative ideas because of bigness and boldness

Here are a few observations about the resulting percentage for this Creative Pullback Ratio (or CPR – yes, it HAD to have an acronym!):

If you are told to rein in every creative idea, that’s not a good place. There is a disconnect. It may be time to make sure your bold creative ideas are clearly and understandably rooted in strategy. Alternatively, you may be in a place that is thinking way too small; you should get out as soon as you can.

If no one ever says your ideas are too bold, that is also bad. It means you aren’t challenging anyone’s thinking with your creativity. You are going for safe and easy instead of innovative and disruptive.

Since neither CPR extreme is good, the right frequency for getting told to pull back creative ideas is somewhere between zero and 100%. That’s a huge range. Where the right place is depends on a couple of things:

Could monitoring a CPR benefit your creative ideas?

I pitched this idea to my friend. She said she didn’t think about developing creative ideas like this at all. That’s fair; maybe the CPR is too calculated (pun kind of intended) for people who are pure creatives.

For someone like me who has to use creative thinking structures (especially extreme creativity exercises) to boost creativity, the CPR may make more sense. I’m manufacturing creative ideas, no imagining them from pure inspiration. When you are a creativity manufacturer, having a creativity metric such as the CPR would help me know if I’ve dialed the right creative recipe.

Could thinking about your CPR help your creativity? Or does it just seem silly? Mike Brown

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Yesterday, we identified the six types of strategic planning process activities we use to design a client’s strategic thinking workshop. To facilitate you going deeper into thinking about how these activities function within a strategic planning process workshop, here are articles in each of the six areas.

6 Types of Strategic Planning Process Activities

Interacting (Networking, meeting, team building)

Informing (Sharing background data and context)

Investigating (Assembling the facts for strategic planning)

Insighting (Revealing breakthrough opportunities and threats)

Iterating (Structured thinking to expand ideas)

Integrating (Assembling pieces into strategy)

Lots of places to go with all these articles on strategic planning activities that can fit into a workshop within your strategic planning process.

Putting it Together in a Strategic Planning Process

If you have responsibility for leading the strategic planning process in your organization, we recommend bookmarking this strategic planning activities reference and coming back to it when you need to explore the right mix of exercises to engage your planning participants.

Of course, picking the right menu and bringing it to life is our specialty. Get with us at info@brainzooming.com, 816-509-5320, or the contact us page on the website so we can discuss the approach that makes the most sense for your organization. – Mike Brown

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What types of strategic planning activities are in a strategic thinking workshop?

Readers have been asking this question frequently of late. That this is taking place during a period when many companies are IMPLEMENTING strategies suggests you understand the importance of strategy even beyond initial planning.

As we collaborate with a client to design strategic planning activities for a strategic thinking workshop, we explore various possibilities. The goal is making sure the strategic planning activities we select best match the organization, the objective, and the participants. By adapting the process to the situation, we’re able to help clients develop strong strategies with tremendous time efficiency.

6 Potential Strategic Planning Activities for a Workshop

If you are figuring out strategic planning activities in a strategic thinking workshop, we suggest looking toward six “I” categories as your starting point for the design. These six types of activities include:

Interacting – Meeting, networking and connecting with one another to build or enhance the sense of team among participants.

Informing – Providing background data and context so everyone has the same backdrop for strategic thinking. These activities often happen before a group convenes.

Investigating – Examining a particular situation to ensure the appropriate facts and perspectives are available for strategic thinking.

Insighting –  Identifying breakthrough thinking to open the door to deeply understanding opportunities and threats that strategy needs to address. (And yes, we know Insighting is a made-up word!)

Iterating – Using specific creative and strategic thinking exercises in a sequence to help the group generate many possibilities and ideas.

Integrating – Taking the output from throughout the strategic thinking workshop and putting it into strategic planning outputs. As with Information activities, these often happen outside a group setting.

Selecting the Right Menu of Activities

Selecting the menu of activities for a strategic thinking workshop isn’t haphazard. As we mentioned, the combination of the organization, objectives, and participants leads to the right menu of strategic planning activities. We explore each of these areas upfront to determine what to include.

The next article will take you deeper into each of the six categories with helpful articles to shape a productive strategic gathering.

Have questions about how we apply these activities? Contact us at The Brainzooming Group, and let’s talk about how to create the right menu of activities for your team. – Mike Brown

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During the Lenten season, which starts today (Ash Wednesday), Christians are called to sacrifice in a spirit of reflection and prayer. The point is to distance ourselves from the attractive nuisances of daily living that chip away at our spiritual lives.

Lies We Tell Ourselves

Entering this Lenten season, I’m thinking a lot about expectations and evaluations. Not expectations and evaluations from others, but those we render personally about ourselves.

For as long as I can remember, I tell myself I am not doing well enough or am not performing up to expectations. These are powerful personal motivators for me. In MBA school, I used to worry that each semester’s finals could be the ones that caused me to flunk out of college. In reality, that wasn’t even a remote possibility. Yet, this self-expectation drove me to study harder. It also made me physically ill every semester.

That’s a strong example of lying to yourself in a tremendously self-destructive way.

The same mentality drives me in business, too. Some shortcomings I’m trying to fill are real. Many (maybe most), however, are lies I tell myself to keep pushing harder.

Among other things, this Lent will involve for me trying to be more honest with myself. Self-lies about needing to do more work (or more whatever) have become too much a part of immersing myself in the world. They have detracted from my spiritual life. They cause me to get away from practices that are important to staying healthy and more productive overall.

I’m looking to honesty as an important part of making sure I’m investing my time and energy in the places God (and not Mike) wants.

A Creativity Prayer

As we’ve done for years on Ash Wednesday, here is our creativity prayer. It’s right at the intersection of my spiritual and personal lives. And if you say it, drop in a little prayer for me, please. Thank you!

A Creativity Prayer

Lord, Thank you for creation itself and the incredible gifts and talents you so generously entrust to me. May I appreciate and develop these talents, always recognizing that they come from you and remain yours. Guide me in using them for the benefit of everyone that I touch, so that they may be more aware of your creative presence and develop the creativity entrusted to them for the good of others. Help me also to use your talents to bring a creative spark and new possibilities to your world, living out my call to be an integral part of your creative force. Amen.

©2008, Mike Brown

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 long ago learned an important lesson about corporate branding decisions: no matter how many intriguing, mentally-engaging brand strategy conversations you have among senior executives, those conversations NEVER lead to final decisions. No, corporate branding decisions are only resolved when someone needs a new business card, trade show booth, brochure, or website.

When you have to physically display a logo or depict how two brands relate to each other when they are placed together? THAT is when executives finally make corporate branding decisions.

A conversation with an upcoming client brought this lesson to mind. They asked whether they should include the organization’s logo in the official email signature.

Addressing that question led to an extended conversation about reasons why they should or should not include the logo. During the conversation, we also tackled what the organization’s multi-part name is supposed to mean (because no one seems to know) and why its logo looks like something it isn’t. We also touched on whether one of their product names actually has much greater brand equity than the overall organization (which changed its name to an acronym several years ago).

See what I mean?

A question about the email signature quickly got us (well, at least me), questioning their whole naming and identity strategy.

If you’re struggling with corporate branding decisions no one is moving forward to resolve, maybe it’s time to design new business cards. Getting physical like that will prompt the decisions you need to make to clarify your brand strategy and move into action.  – Mike Brown

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Talking with a client team about facilitating its strategic planning process, we discussed why completed strategic plans sit on shelves.

There are multiple reasons for this unfortunate situation.

I think an important reason is when a strategic planning process focuses on the wrong issues. It happens so often: people launch into strategic planning and begin to talk and think differently than during daily business activities. They also assume the things they work on every day must not be part of the strategic planning process.

Put all those things together, and if left unchecked, you wind up with a strategic plan disconnected from the organization’s daily activities and reading like a document foreign to the organization.

A Strategic Planning Process Focused on the Wrong Issues

I shared a story from my corporate days to demonstrate how easily strategic planning gets disconnected from what matters.

We spent 3/4 of a day working on the strategic plan for a cross-border transportation service. We were going through all the typical strategic planning exercises. We worked with the brand manager to complete and review a SWOT analysis, identified (and prioritized) important opportunities, and spelled out tactics to implement the opportunities.

Late in the afternoon, the brand manager said the service was in violation of certain governmental regulations. The remedy to address the violation was not immediately clear. If the brand team could not figure out what to do quickly, the government was threatening to shut down the service within a few weeks.

I about fell to the ground.

Heck, maybe I did fall to the ground. There would be precedent for it.

I asked what would have made the team think we should spend most of the day working on next year’s planning when the biggest issue facing the service RIGHT NOW could halt the revenue stream within a month.

The problem?

The brand manager interpreted “strategic” as “long-term.” The catastrophe that could shut down the service was not long-term. Since it was immediate, he didn’t think the impending shut down was relevant for strategic planning.

Uh, WRONG!

Ever since then, we employ a series of questions to ferret out incredibly strategic make-or-break issues a client does not, for some reason, think are strategic.

Are you planning for your biggest day-to-day issues?

If your organization’s plans sit on the shelf, contact us, and let’s talk about how we attack that issue from multiple fronts so strategic planning creates strategic impact and results for you! – Mike Brown

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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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