Innovation | The Brainzooming Group - Part 3 – page 3
0

Whenever we discuss using questions to foster disruptive innovation strategy, it prompts objections.

The objections center on the idea that questions do not create disruptive innovation.  The point these individuals (who are usually innovation experts that comment on other companies’ content without ever generating any innovation strategy content of their own) make is that a whole variety of factors contribute to disruptive innovation. They counter suggesting strategic thinking questions as a starting point over-promises and ignores all the other dynamics involved.

Our response? We never claim that questions alone will create disruptive innovation.
Download Your FREE eBook! Disrupting Thinking - 13 Exercises to Imagine Disrupting Your Brand

Yet, we have seen many successful companies that cannot even imagine deliberately undermining the basket where they have placed all their eggs. For these types of established players, you have to disrupt their status quo thinking so they realize that brands not even in their consideration sets are aiming to render them pointless in the marketplace.

Examples? See Kodak, Border’s Books, unionized trucking companies, and every department store you ever visited, among others.

ANYTHING that gets leaders in these situations to imagine where they are vulnerable and how to disrupt themselves before someone else does is a HUGE HELP.

13 Exercises for Disruptive Innovation Strategy: Disrupting Thinking eBook

That’s why we’re releasing the innovation strategy eBook, Disrupting Thinking – 13 Exercises to Imagine Disrupting Your Own Brand Before Someone Else Disrupts You! 

This FREE eBook, inspired by a popular Brainzooming post on how emerging competitors look nothing like your company, features question-based exercises to foster strategic conversations on disrupting your:

  • Brand benefits and value proposition
  • Marketing strategies
  • Organizational structure and processes
  • Risk-taking behavior
  • Industry and market dynamics
  • New business initiatives

We do agree with our critics: imagining disruptive innovation scenarios is one step that must be coupled with develop the ideas and doing something about them. And as hard as imagining disruptive innovation is for established brands, acting can be even more of a challenge.

If you need to start the difficult strategic conversations on disruptive innovation strategy, Disrupting Thinking is for you!
Download Your FREE eBook! Disrupting Thinking - 13 Exercises to Imagine Disrupting Your Brand

Download your FREE copy of Disrupting Thinking TODAY, before it’s 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.

More Posts - Website

Follow Me:
TwitterFacebookLinkedInPinterestGoogle Plus

Continue Reading

0

Emma Gibson forwarded an article from Harvard Business Review addressing four factors that distinguish top chief executive performers in creating strategic impact.

In “What Sets Successful CEOs Apart,” authors Elena Lytkina Botelho, Kim Rosenkoetter Powell, Stephen Kincaid, and Dina Wang reported their analysis of several thousand CEOs. A database of individual career profiles, behavior traits, and performance results provided the data set for their review. They identified important profile differences between top performers and laggards.

The authors report four characteristics that set top CEOs apart, According to the article, “roughly half the strong candidates had distinguished themselves in more than one of the four essential behaviors, while only 5% of the weak candidates had.”

4 Critical Factors for Successful Executives in Creating Strategic Impact

The four characteristics relate to quick decision making, engaging employees, anticipating forward-looking change, and delivering consistent performance. For each characteristic, here are related Brainzooming articles with exercises and tips to improve your own performance creating strategic impact.

Quick Decision Making

Engaging Employees

Anticipating Forward-Looking Change

Delivering Consistent Performance

Can you look at your career performance and see where you are creating strategic impact through your performance in at least two of these areas? If not, dive in with the supporting articles and strengthen your depth and results! – Mike Brown

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

 

Create the Vision to Align and Engage Your Team!

Big strategy statements shaping your organization needn’t be complicated. They should use simple, understandable, and straightforward language to invite and excite your team to be part of the vision.

Our free “Big Strategy Statements” eBook lays out an approach to collaboratively develop smart, strategic directions that improve results!


Download Your FREE eBook! Big Strategy Statements - 3 Steps to Collaborative Strategy



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

0

We see seven keys to creating an innovative workplace culture where individuals are able to meaningfully contribute to the organization’s innovation strategy.

If you’re looking at your organization and wondering where to start to foster a more innovative workplace culture, here are forty articles to go deeper into the topic.

An innovative workplace culture:

#1 Provides Direction

It’s vital to point your innovation strategy in a direction. That doesn’t mean leadership should spell out everything. Yet sharing knowledge about what matters for the organization’s future success shouldn’t be a mystery to those working on innovation initiatives.

#2 Invites Broad Participation

Throw open innovation to encompass perspectives from throughout the organizations AND outside the organization. Instead of asking people for the next big ideas, ask them for insights and perspectives that can contribute to shaping big ideas for the organization.

#3 Meaningfully Engages and Involves Employees

Develop multiple innovation roles that match your team’s talents, strengths, perspectives, and aspiration. Provide the training, structure, and access to opportunities to best use their knowledge and expertise to drive the innovation strategy.

#4 Encourages Change

Make sure senior leadership is saying and DOING things that send a clear message: trying new things is fine, we understand not everything is going to work, and it’s vital we look beyond our current environment to identify innovation strategy possibilities.

#5 Pursues Smart Possibilities

There are clear processes in place to explore, assess, and prioritize the best innovation opportunities and meaningfully propel the organization forward.

#6 Stays Agile

What’s innovative will continue to change. Your environment needs to be ready to understand what’s important today while looking ahead to future developments and opportunities to disrupt markets and competitors.

#7 Celebrates Progress and Success

For all the fanfare about celebrating failures, an innovative workplace culture recognizes and celebrates trying and learning, progress and determination, AND success.

Mike Brown

Facing Innovation Barriers? We Can Help!

Innovation-Strategy-eBooks

Are you facing organizational innovation barriers related to:

We have free Brainzooming eBooks for you to help navigate barriers and boost innovation!

 

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

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

0

The folks at Armada Corporate Intelligence profiled a Bloomberg Businessweek story on Fanatics, the sports apparel manufacturer and marketer, in its Inside the Executive Suite. Fanatics introduced disruptive innovation to its marketplace with an agile strategy. It employs technology, focused creative teams, new manufacturing processes, and communications to remove time and waste when creating post-sporting event apparel featuring the winners and exciting story lines. For NCAA basketball tournament games, Fanatics can put a newly approved shirt on its website within 15 minutes. It also uses its agile strategy to market apparel for niche opportunities where it might sell as few as ten t-shirts.

Along with the recap, Inside the Executive Suite offered sixteen strategic thinking questions inspired by the Fanatics case study that you can use to explore agile strategy options within your own organization. We thought the list was intriguing, so we secured the go ahead to share the strategic thinking questions with you here.

16 Strategic Thinking Questions to Explore Agile Strategy and Disruptive Innovation

via Shutterstock

Developing an Agile Strategy

  • Where can your organization realize the greatest leverage from improved agility – cost savings, an improved customer experience, sales opportunities, greater financial efficiency?
  • Beyond making investments and process changes to increase agility, are there other opportunities to cost-effectively manage demand?
  • How can you develop a super-agile process that disrupts other industry players’ competitive advantages?

Identifying Process Changes for Agile Strategy

  • Where can you aggressively remove steps (especially low-value ones) from today’s process to boost agility?
  • How can you completely redesign today’s process from scratch to create a super-agile approach?
  • What roles do you need on your agile execution team to move from idea to market with previously unheard of speed?
  • What characteristics and behaviors are important for agile execution team members to display?
  • What resources (even if they are redundant or eventually discarded) are critical to enable rapid execution?

The Interplay Between Flexibility and Agility

  • How can you improve your organization’s ability to pre-plan and anticipate the uncertain?
  • In what ways can more / better / faster data access increase forecasting accuracy, and your ability to delay decisions without compromising agility?
  • What are the various types of reviews, approvals, and decisions you will need during crunch time? How can agile decision making happen in an easier and more timely way when speed is most important?
  • What does the time window around peak need look like?
  • Is there additional flexibility you can create / exploit in lead times, the length of the selling opportunity, and / or the long tail of demand?

Strong Relationships Enable Agility

  • Who are the outside people and entities vital to ensuring your agile processes perform as expected?
  • What foreknowledge, training, and support will outside parties require to perform their duties at peak levels?
  • What do agile relationship-building skills necessary for supporting your process look like?

Across these questions, you’ll get a start thinking through how an agile strategy can push disruptive innovation in your industry.  – via “Inside the Executive Suite” 

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

Download Disrupting Thinking

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

0

Short Story: There could be better ways to formalize your organization’s innovation strategy, so ask The Brainzooming Group for ideas (via a FREE conversation) to make sure you consider alternatives!

How do you introduce an innovation strategy for your organization?

Do you start from scratch and unveil innovation as a new initiative with a focused team? Or do you look around the organization to identify where new things are happening, even in informal ways, and roll them into a more overt innovation strategy?

We discussed this question with the head of a business services firm. He wants to focus greater attention on innovation within the organization. His goals are to ensure innovation is a driver in maintaining the firm’s strong growth. He also is looking ahead to potential disruptions in the organization’s industry, trying to position the organization for success.

Take Credit for Everything New within Your Innovation Strategy

In a pre-meeting discussion and during our conversation, several innovations from the past several years emerged. These included new revenue lines and process improvements. They have done some great work. While it may not be completely coordinated or have produced dramatic revenue gains, they have steps in place for management team members to surface ideas, develop business cases, and secure approval to move forward with them.

Despite these apparent innovation strategy successes, he wanted to create an innovation team distinct from what they have previously done. The team’s charge would be to generate more substantial innovative ideas to drive disruption and top-line growth. The innovation team activity would be focused on a day-long event to do its work.

Our counter strategy, based on the organization working from a combination of previous success and future aspiration, is for them to take credit for EVERYTHING that looks like innovation in the past few years. This includes:

  • Innovation champions that identified fresh opportunities
  • New service lines and revenue streams they introduced
  • A rebranding initiative
  • Award-winning process improvements
  • Anything else that remotely fits an updated, more formal innovation strategy

My other suggestion was to integrate the innovation strategy into the firm’s overall strategy, raising it to the level of a strategic initiative.

What are the advantages of a backward-looking innovation strategy?

It recognizes an innovation strategy as:

  • Something familiar with the potential for greater impact
  • Part of the fabric of an organization looking for inspiration to innovate more dramatically
  • A part of the firm’s culture that has both internal impact and the potential to deliver significant value for clients

It is still early. I’m not sure they will get behind this approach or even work with us if they do adapt it. Either way, though, their smartest move is to forego an innovation day for an innovation strategy.

There Are such Things as Free Ideas!

By the way, the ideas we suggested for them were all part of a FREE initial conversation to understand what they are trying to accomplish. As much as we ask questions, listen, and take notes, we can’t help challenging current thinking and offering ideas right away.

If you’re an executive exploring a fresh look at strategy (whether organizational, branding, innovation, marketing process improvement, or just about any other type of strategy) and would benefit from a thirty-minute FREE conversation to provide you fresh ideas, contact us at The Brainzooming Group, and let’s talk! – Mike Brown

Facing Innovation Barriers? We Can Help!

Innovation-Strategy-eBooks

Are you facing organizational innovation barriers related to:

We have free Brainzooming eBooks for you to help navigate barriers and boost innovation!

 

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

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

0

How are you boosting your creative thinking skills in dramatic ways for 2017 and beyond?

If you haven’t thought about it, fortunately for you, there is an opportunity coming up April 2 through April 9, 2017! It features forty-five creativity and innovation experts! And it’s available online and FREE!

The Innovation and Creativity Summit 2017 is a virtual event running from this coming Sunday through the following Sunday. Your FREE registration includes access to at least forty-five all-new interviews with global creativity and innovation experts.

Register TODAY! FREE 2017 Innovation and Creativity Summit Virutal Event



Nick Skillicorn, blogger and host of the Idea to Value podcast, is the host for each interview. The featured experts include several Twitter friends I’ve never had the opportunity to see share their ideas in person, including:

  • Alan Iny– Head of Creativity at Boston Consulting Group
  • Jorge Barba– President at Baja California Innovation Cluster
  • Paul Sloane– Author of Think like an Innovator
  • Gregg Fraley– Author of Jack’s Notebook
  • Holly Green– Founder ofThe Human Factor

Other interviewees include:

  • Karen Dillon– Former editor of Harvard Business Review, Co-Author of Competing Against Luck
  • David Burkus– Author of Under New Management & Myths of Creativity
  • Max McKeown– Author of The Innovation Book
  • Ralph-Christian Ohr– Founder of Integrative Innovation

I neglected to mention: I’ll also have a segment in the summit talking about the value of strategic detours for boosting creative thinking skills throughout strategic planning.

Register TODAY! FREE 2017 Innovation and Creativity Summit Virutal Event


Take advantage of this fantastic opportunity! Register in advance, and you’ll receive updates with the FREE video interviews released for that day of the 2017 Innovation and Creativity Summit.

We’re looking forward to you joining and learning new innovation and creative thinking skills from all these great experts! – 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.

More Posts - Website

Follow Me:
TwitterFacebookLinkedInPinterestGoogle Plus

Continue Reading

0

In nearly every instance, we spend time with a prospective client discussing three aspects of their strategic planning process needs:

  • What they think they want to achieve
  • What they need to achieve
  • The best way to make it happen using our collaborative process.

Do you see your organization in any of these three current conversations we are having with prospective clients?

Conducting a Strategic Planning Process with a Certain Framework

What the prospective client wants to achieve: “We’ve sold-in a specific strategic planning process methodology, so that’s the approach we need to take.”

What they need to achieve: They need to deliver a plan with the framework their leadership has approved, but still make sure it’s collaborative and engaging in a way their strategic planning process never has been previously.

The best way to make it happen: We’re proposing arranging our strategic planning exercises within the framework they have already advanced. Rather than having a Brainzooming stamp on the steps, we’ll morph our approach to work within what they client wants to see happen.

A Small Innovation Team Is the Way to Introduce Innovation

What the prospective client wants to achieve: “We think the answer is to get an innovation team together and have them come up with new ideas.”

What they need to achieve: Instead of innovation seeming like a disconnected initiative, we recommend they integrate innovation with:

  • Successful new service lines they already introduced
  • Existing ideas that haven’t advanced
  • Current strategic initiatives already underway

The best way to make it happen: We’re early in the conversation, but we suggested casting a wide net to incorporate work they’ve already done into innovation. Rather than looking at innovation as a “team,” we expect the success they want will come from greater collaboration, a team to move it forward, and a process that makes innovation sustainable for years ahead.

The Struggle Between Major Decisions and Collaboration

What the prospective client wants to achieve: “We have some major decisions to make about the company’s future, so we need to limit the planning to just the immediate leadership team.”

What they need to achieve: They clearly need to wrestle with major issues only appropriate for a small top management group. Yet, to advance in a way that sets them up for success with the big decisions, they need to involve a broader team of employees in strategic planning and implementation.

The best way to make it happen: We recommended a two-pass strategic planning process. The first pass will only include the senior team and vary the steps to create a closely-held implementation strategy for the biggest strategic issues. We would then make a second, more typical looking collaborative planning sweep across a much larger part of the organization.

Are any of these situations familiar?

We tackle these and whole host of other issues as we work with each prospective client to identify the most effective and efficient way to introduce a strategic planning process into an organization.

If you’re looking at boosting the impact of your organizational strategy, let’s get on the phone and discuss the best way to make it happen for your brand! – Mike Brown

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

 

Create the Vision to Align and Engage Your Team!

Big strategy statements shaping your organization needn’t be complicated. They should use simple, understandable, and straightforward language to invite and excite your team to be part of the vision.

Our free “Big Strategy Statements” eBook lays out an approach to collaboratively develop smart, strategic directions that improve results!


Download Your FREE eBook! Big Strategy Statements - 3 Steps to Collaborative Strategy



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