Implementation | The Brainzooming Group - Part 4 – page 4
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I participated in the City Partnership Workshop yesterday at the 2018 Gigabit City Summit. Talking with one city’s representatives about strategies to sell-in a broadband recommendation with voters, they asked whether it is okay to engage its citizens after city leadership develops a recommendation.

My answer?

Engage your audience in collaborative strategic planning earlier than later. If you haven’t engaged them earlier, then do it right now, even if it’s later than what’s ideal.

Aaron Deacon of KC Digital Drive at #GCS18

Here’s the difference between the two options.

If you engage your audience early in the collaborative strategic planning process, you can make a legitimate claim to creating a collaborative vision. You can involve audience members in shaping the vision. You gain insights your leadership group does not possess. You can understand language your audience uses and incorporate it into messaging. Most importantly, you can shape strategies based on integrating audience input during the earliest stages. This opens the door for making strategy creation an experience that many people actively participate in doing versus just learning about after-the-fact.

If you broadly engage your primary audiences AFTER you’ve developed the strategic plan, the nature of the collaboration is very different. It involves more constraints. At that point, you don’t want to create a collaboration environment that needlessly derails solid work leading to the plan recommendation. That means the range of collaboration opportunities narrows. You don’t want to ask extremely open questions that might lead to input that goes beyond the strategy. Instead, you start asking questions about HOW to implement the direction, what might have been MISSED, and what things are CRITICAL FOR SUCCESS. There are other questions you can ask, but once the strategy recommendation is complete, you don’t want to waste time opening doors to non-productive strategy options.

That’s why it’s better to start engaging your audience EARLIER than LATER in collaborative strategic planning, even though later is STILL better than never. – 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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An executive responsible for strategy planning who was downloading our eBook on 11 Fun Strategic Planning Ideas posed an important question: How can you successfully identify and try new ways to get internal groups working together on strategic planning?

We’re always thinking about increasing the strategically combustible human surface area engaged in strategic planning.

What?

In other words: Brainzooming wants as many smart, diverse people working together as we can effectively and efficiently accomplish on any fun strategic planning initiative.

We tend to find that our ambitions for this exceed that of our clients. (See previous Brainzooming article on the damaging lack of diversity in strategic planning workshops.)

7 Ways Groups Can Collaborate on Fun Strategic Planning

Nevertheless, in answer to this new reader’s question on getting internal groups working together, here are seven ideas we’ve either tried, or would in a minute, to maximize internal collaboration and promote fun strategic planning:

  1. Identify all the potential people involved in strategic planning upfront, nothing those who most need to collaborate
  2. Perform a skills, knowledge, and interests inventory of all your strategic planners, then pair people who complement each other based on the assessment
  3. Create a strategic planning event that includes people from multiple groups and features cross-group activities
  4. Employ an ice breaker where people reveal information they know that is helpful to strategic planning that others will be surprised they know
  5. Use assigned seating to nudge people who don’t work together to at least sit together
  6. Create strategy teams with members of various groups that will need to collaborate to complete their assignments
  7. Make sure each planning group identifies all the departments and people critical to success early on, then require that groups reach out to them BEFORE the planning is done

Implementing even a few of these ideas within a strategic planning process that values diversity and broad participation, will make an impact.

Want to talk more how you can translate this approach to strategic planning? Contact us, and we’ll discuss how we’d customize the process steps and participation opportunities to maximize the impact for your brand! – Mike Brown

 

fun-ideas-strategic-planning11 Ideas to Create a Fun Strategic Planning Process!

Yes, strategic planning can be fun . . . if you know the right ways to liven it up while still developing solid strategies! If you’re intrigued by the possibilities, download our FREE eBook, “11 Fun Ideas for Strategic Planning.”

Download Your FREE eBook! 11 Fun Ideas for Strategic Planning

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Mike Brown

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"Forty percent of business in this room, unfortunately, will not exist in a meaningful way in 10 years." John Chambers, 2015

“Forty percent of businesses in this room, unfortunately, will not exist in a meaningful way in 10 years.”

Outgoing Cisco CEO, John Chambers, told the company’s customers that in 2015.

Three years hence, is your leadership team challenging itself to think, plan, and innovate strategically to land on the right side of future success?

If not, it is time right now to download your free copy of Disrupting Thinking – 13 Exercises to Imagine Disrupting Your Brand Before Someone Else Disrupts You!

These exercises will push a status quo-loving management team to zoom its markets, value delivery, and business model past obsolescence.Download Disrupting Thinking
Download your FREE copy of Disrupting Thinking. Start challenging your team’s thinking and strategies to rework your success‐‐before an unexpected competitor makes it too late!

 

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 have some popular articles on the Brainzooming website about how to imagine a whole array of cool product names. All those articles relate to the early stages of the product naming process. We’ve done a few things, but not as many, on the decision process for picking the creative and strategic options from all the cool product names you end up imagining.

But yesterday, Emma forwarded a link to one of those maddening slideshow posts on 31 Product Naming Fails.

Clicking through all the slides made me realize: for all the imagination you want to have among the people coming up with cool product names, what you MUST have is an eclectic and perhaps slightly shady set of characters reviewing the potential cool product names to prevent a massive product name fail.

18 Sensibilities to Avoid Massive Cool Product Name Fails

Having personally reviewed each of these incredibly terrible product names, I now share with you the 18 sensibilities you must have on your team to avoid a cool product name fail.
You need individuals who:

  1. Possess a good understanding of interpersonal and solo sexual acts, plus a fascination with all the related jargon of both.
  2. Have insight into fringe communities and what they love, embrace, and abhor.
  3. Love horror – both in movies and IRL.
  4. Understand (and/or will track down) all the ways that words in one language won’t work in other languages.
  5. Have a basic clue about life and no appetite for group think or apparently unstoppable momentum for stupid ideas.
  6. Can go six (or even nine) deep on synonyms describing varied sexual activities.
  7. Fully understand all the mechanisms and terminology of what is popularly known as Number 2.
  8. Are diligent at saying all product names aloud before voting yea or nay.
  9. Understand that there are multiple ways to voice a g, a c, or a k.
  10. Have big enough investments in the brand’s success that they won’t let incredibly funny names that no one seems to get make it out of the room alive.
  11. Put the scat in scatological.
  12. Are willing to tell the boss that the family name should never be placed on a building, box, or label. Or uttered aloud. EVER.
  13. Are automatically suspicious of any abbreviation, acronym, or contraction.
  14. Possesses clairvoyant powers and can predict when a currently okay word or sound will fall flat within a decade.
  15. Have a working knowledge of all global genocides, along with the associated moral issues, slang, and sensitivities related to each one.
  16. Know every nickname and euphemism for genitals, what they produce, and all the activities one (or more) can do with them.
  17. Are savvy enough to flip everything upside down and say words backwards to look for sinister alternative meanings and shapes.
  18. Abhor being too true or too literal in describing a product, what it does, and how it looks.

Of course, it’s possible that you don’t need eighteen people on your cool product name review team, if you have the right people in your organization. Heck, if you hire right, one person may be all you need! And that’s all I’ve got to say about that.  😉  – 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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IHOP, the International House of Pancakes, has been generating fanfare for teasing a name change to IHOB. On Monday, after speculation ranging from the B representing bacon or breakfast (traditionalAF) to Beyoncé (WTF), IHOP ended the speculation.

B stands for Burgers.

Because, you know, all restaurants want to fill up the parts of the day where they’re open but sucking wind on customer traffic, so…

…why not BURGERS?

Emma and I were chatting on Monday about the IHOP brand strategy. I predicted that the whole thing, while couched in a big brand strategy change, was actually a short-term promotion. My thought was that it’s a New Coke kind of brand strategy cooked up by an ad agency. It will run for like three weeks. IHOP will happily accept all the, “OMG, HOW STUPID CAN YOU BE?” attention-getting social media posts, the taunts of competitors, and the follow-on media coverage.

Because, without all of this noise, no one would be talking about IHOP!

Then in a few weeks, they’ll go, “You know what? YOU ALL ARE RIGHT. WE’RE ABOUT PANCAKES. HOW FUNNY! AND PLEASE TALK ABOUT US SOME MORE!!!”

A Business Insider story reports that IHOP (which I use because I’ve not seen any mention of this name change being real) has added seven burgers to the menu. Because after a year of talking to their customers, the big insight was that the market is looking for burgers from IHOP.

Of course.

In the article, they admit that this is a temporary IHOP brand strategy. It’s clear from miles away that the burger push is an attempt to drive lunch and dinner traffic. (See also Starbucks: Pushing cold drinks to drive afternoon and evening traffic. Plus providing places to pee for everyone in the free world).

So really, the story is that IHOP is couching a promotion in a brand change they’re more than willing to undo, because the IHOP brand strategy change part was never real.

This is, I think, their formula:

That’s how I’m calling it. But whether I’m right or wrong, if your brand isn’t getting all the attention you think it should, you have to ask the question: Are we willing to be cheap and pathetic to get attention? Or can we earn it with a brand-authentic strategy?

The other question is how often will IHOP go back to the well on this brand strategy. How many name changes do you think they can pull off over the next five years? My guess is three – at most. – Mike Brown

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Mike Brown

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The best opportunity to reduce wasted time during strategy planning is BEFORE it starts. That’s why summer is perfect to start simplifying this fall’s strategy development.

To get a head start, download Right Now – 29 Ideas to Speed Up Your Strategic Planning Process Right Now!

It’s a quick read, but filled with ways to remove the wasted, unproductive time in strategy planning. The twenty-nine ideas in Right Now will speed up what is typically a long process and move you through strategic planning more swiftly:

  • 10 Ideas to Speed Up Developing Strategy
  • 5 Things to Do If You Haven’t Started Planning
  • 1 Question to Focus and Speed Up Strategy Meetings
  • 13 Possibilities for a More Efficient and Effective Strategic Planning Process

Getting a head start, before next year’s strategic planning starts, will make it even easier to save your organization tons of valuable time!

Download Your FREE eBook! Right Now! 29 Ideas to Speed Up Strategic Planning

If you’d like help in implementing these steps and using collaborative strategy planning to actively engage your organization and deliver a plan that won’t sit on the shelf, contact us. Let’s figure out the approach that streamlines your strategic planning process most effectively!

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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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An efficient AND effective innovation strategy adapts to a company’s business objectives, strategic priorities, and team. It doesn’t start with getting everyone together in a room for a creative thinking workshop and expecting innovative ideas to happen spontaneously. Analysis, outreach, and design thinking combine to make in-person innovation productive and ROI-driven – after completing the pre-work.

Before holding innovation strategy workshops, we take advantage of best practices, stakeholder input, & upfront analysis to surface high-impact innovation opportunities.

5 Ways to Boost Your Innovation Strategy’s Efficiency

Here’s an example from a Brainzooming engagement to help a client’s finance team lead an innovation strategy initiative. The objective was to reduce the company’s working capital levels on an ongoing basis. We employed five techniques in advance of an in-person innovation workshop to focus the work and boost success.

#1. Identifying innovation across industries

Brainzooming identified relevant best practices and innovative strategies across industries. This work provided an external checklist of innovation opportunities to shape further analysis and to design the online surveys.

#2. Aggressive data mining and analysis to create focus

Brainzooming conducted internal analysis to highlight 80-20 opportunities. This helps focus innovation efforts. As is typical, this step uncovered powerful improvement-related insights hidden within summarized data.

#3. Online input and collaboration for greater access

We employed an online survey to reach stakeholders who are highly relevant to the innovation initiative’s success but might otherwise have been overlooked. Viewing the financially-driven working capital initiative as business innovation pointed to the need for sales, customer service, and other areas to participate actively.

#4. Engaging atypical stakeholders and experts for input

Rather than assuming that the department responsible for the innovation strategy has all the answers, we actively included other groups. We sought to reach out to sales, customer service, and other departments focused on customer and business relationships with significant accounts payable levels.

#5. Workshop design capitalizes on findings

The in-person innovation workshop design and implementation benefits from all the activities up to that point. The early input shapes the strategic priorities, innovation exercises, and additional deliverables to foster successful implementation.

Want to maximize innovation AND efficiency?

Is your management team looking for collaboration and innovation, but concerned about how it will impact the focus on efficient daily operations? Contact us, and let’s talk about how to deploy an efficient innovation strategy initiative in your organization to maximize your results and impact. – 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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