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In light of yesterday’s article on living a life of no surprises, I received a related question the other day: “What can you do if you are trying to do strategic planning and implementation within an event-driven environment where uncontrollable situations can wreak havoc on the organization’s priorities and focus?”

Here are four steps we recommend for strategic planning when you are trying to anticipate unplanned events and their potential impact.

Step 1 – Anticipate Unplanned Events

An important strategic planning step in this type of environment is to anticipate as many of the potential events as you can. This applies even if you cannot control all of the possible occurrences that could derail the strategic plan’s implementation. We have shared a few Brainzooming strategic thinking exercises previously to help accomplish this exploration including:

The key is being able to efficiently generate as long a list of potential future events as is possible, practical, and addressable.

Future-Look

Photo by hjalmeida

Step 2 – Identify High-Impact Unplanned Events

How then do you prepare to prioritize and perform strategic planning while recognizing all the potential events you have identified?

You can prioritize the list by having individuals rate each event for its potential maximum magnitude and the probability of each event actually happening. Multiplying the two answers for each possible event provides a quick sense of the potential relative magnitude across all the events.

Step 3 – Plan the First Few Steps

Next, identify the first several tactics you would pursue if each event were to happen. You do not need to outline a complete strategic plan for each event. Instead, concentrate on detailing the first three tactics you would want to have ready to go should the event surface.

Step 4 – Prioritize the Most Applicable Tactics

Finally, look across the events and the initial tactics you identified for each. What are the common actions within the first few steps for multiple events? This look offers a sense of the highest-impact, most flexible moves you can make when events start to change.

Simple and Done

This is obviously a very high-level approach to better handling strategic planning in an event-driven environment.

If this high-level approach is not sufficient for addressing your organization’s tolerance for event-based risk, you can do much more in-depth scenario planning.

But if your organization avoids this issue completely because it struggles to reach an aggressive level of strategic planning detail, a simple approach is far better than ignoring potential vulnerabilities and simply hoping implementation-altering events just don’t happen. – Mike Brown

 

10 Lessons to Engage Employees and Drive Improved Results

FREE Download: “Results!!! Creating Strategic Impact”

Results!!! Creating Strategic Impact Mini-Book

Senior executives are looking for employees who are strong collaborators and communicators while being creative and flexible. In short they need strategic thinkers who can develop strategy and turn it into results.

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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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I spotted a Bloomberg Businessweek story the other day that was a corporate case study, in effect, of the Radio Shack business strategy and the brand’s upward and then long downward trajectory.

One sentence in the Radio Shack case study article says volumes about corporate leadership and how corporate success and failure stories turn into history.

Here is the sentence:

“When asked to pinpoint when everything went wrong, they fell into two main groups: those who argue it had happened right after they left, and those who say the damage had already been done when they arrived.”

That is how the big lie ALWAYS works!

You see so many cases where what really happened in a corporation is reimagined, reinterpreted, and re-reported to suit the personal business storyline that best advances someone’s own career.

Little-Liars

One classic example of the corporate case study big lie in action that I witnessed multiple times involves a celebrity CMO on the speaking circuit who had a several year run at a brand headed for extinction. While he was still at the troubled brand, his keynote presentations consisted of talking about how screwed up the business strategy was before he got there, but that under his incredible CMO guidance, EVERYTHING was turning around masterfully.

That was the story only until he left the still-collapsing brand, however.

THEN his keynotes changed to focus on how screwed up the business strategy was before he got there and how it returned to being completely screwed up immediately AFTER he left!

Well OF COURSE that’s what happened!

NOT!

Would a business celebrity misrepresent the truth?

Yes, ALL DAY LONG!

The lesson?

Be careful whenever an executive shares a corporate case study about a troubled brand where he or she was previously employed. If all the big problems are timed for either before the person got there or right after the person left, go ahead and make the leap . . . that person is telling the big lie of very failed corporate case study! – Mike Brown

 

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If you’re facing a challenging organizational situation and are struggling to maintain forward progress because of it, The Brainzooming Group can provide a strategic sounding-board for you. We will apply our strategic thinking and implementation tools on a one-on-one basis to help you create greater organizational success. Email us at info@brainzooming.com or call 816-509-5320 to learn how we can help you figure out how to work around your organizational challenges.


 

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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2

Customer experience strategy and innovation expert Woody Bendle is back today taking another swipe at big data with help in thinking through how to monetize it (vs. just parking it in the cloud and praying for rain). Here’s Woody!

Strategic Insight – Monetization Is the Real Big Data Dilemma – Woody Bendle

Unless you’ve been hiding under a rock for several years, you’re aware Big Data is a big topic! Just look at this Google Trends graph depicting search volume for “Big Data” the past five years.

Woody1

That’s one incredible upward trajectory wouldn’t you say!

But have you ever wondered why this topic is so hot right now?

In my opinion, we’re hearing so much about Big Data because of several related factors:

However, I feel the primary reason we continue to hear more about Big Data is due to very few companies actually realizing the purported Big Data promise – or what I call the Big Data monetization dilemma.

If you were to listen all of the sensational Big Data spiel out there, you’d have to believe that by simply having Big Data, your organization would automatically (almost magically) be smarter, faster (agile), more competitive, and ultimately, more profitable. And that’s just not the case.

What many organizations are quickly realizing is not all data are created equal.  Having a lot of this digital Big Data stuff being captured and stored doesn’t mean you can readily access it, analyze it, or provide useful answers to meaningful questions.

Unfortunately, this is the reality for most Big Data out there in the cloud today – much of it simply is not configured in a manner that allows for analysis. And, there really are no magical short cuts; there is a tried and true (but not necessarily easy) approach that will help you to realize its promise, however.

Three Strategic Questions for Monetizing Big Data

Just because storing your Big Data is relatively inexpensive doesn’t mean your Big Data strategy should be “Fire, Ready, Aim!” Have you heard anyone say something like this? “Let’s keep pumping all of our Big Data into the cloud and we’ll figure it out as we go.” If this is your approach, you will find monetizing your Big Data to be very costly!

If you expect to monetize your Big Data asset, there are three fundamental questions to continually ask, answer and address:

  1. What questions do I want/need my Big Data to answer?
  2. What types of analysis will be needed to answer our questions?
  3. How do our data need to be structured in order to perform the required analysis?

These questions might feel like a blinding flash of the obvious, but you’d be surprised by how few organizations actually start here.

By first defining the questions you want your Big Data to answer, it will be easier to determine the most appropriate type(s) of analysis your organization will need to perform – and there is a wide range of analytical complexity that can be employed (see below).

Woody2

Once you know the types of analyses you need (or want) to perform, it will be easier to define how best to structure your Big Data.

When performing statistical analysis in particular, your data need to be (or need to become) numbers that represent meaning or measure (structure).  This frankly is one of the biggest challenges with Big Data – most of it is typically unstructured (e.g., text comments, videos, website browsing streams, etc.).  While nearly all unstructured data can be transformed into structured data (numbers), it is really important to understand that not all numbers are created equal either (see below).

Woody3

Numbers can have very different meaning depending upon the level of measure they represent. Different types of measures are also better suited for different types of analyses. Given this, you can see why it is important that your Big Data are transformed (structured) in a very thoughtful and purposeful manner.

Will you monetize your big data?

My intention with this discussion was not to provide a detailed playbook for monetizing your Big Data. Rather it is to acknowledge the real and increasing challenges many are currently dealing with and offer insight for addressing some of the more fundamental problems.

As you start/revamp/update/overhaul your Big Data strategy, remember to ask, answer and address these foundational questions:

  1. What questions do I want/need my Big Data to answer?
  2. What types of analysis will be needed to answer our questions?
  3. How do our data need to be structured in order to perform the required analysis?

If you do, you can be sure that you moving your Big Data strategy in the right direction.  If you don’t, just keep in mind what happens when you try to stand on quicksand! –  Woody Bendle

 

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Download: FREE Innovation Strategic Thinking Fake Book

Brainzooming Outside-In Innovation Strategic Thinking Tools eBookAre you making the best use of customer input and market insights to deliver innovation and growth? Creating successful, innovative new products and services has never been more dependent on tapping perspectives from outside your organization.

This new ebook features sixteen strategic thinking exercises to help you ideate, prioritize, and develop your best innovative growth ideas. Download this free, concise ebook to:

  • Identify your organization’s innovation profile
  • Learn and rapidly deploy effective strategic thinking exercises to spur innovation
  • Incorporate crowd sourced perspectives into your innovation strategy in smart ways

Download this FREE ebook to turn ideas into actionable innovation strategies to drive your organization’s growth.


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3

Today’s post is a hybrid. It started life as an “Inside the Executive Suite” weekly feature from Armada Corporate Intelligence on the demise of the SkyMall brand. Seeing a variety of tweets and Facebook updates last weekend from friends flying for the first time without a SkyMall catalog in the seat pocket on their flights, the SkyMall story still has some legs.

We got the go ahead to adapt the original article and link the strategy questions they identified for companies to avoid “SkyMalling” their brands to Brainzooming strategic thinking exercises. These will help you explore the questions in greater depth. 

4 Questions to Help Avoid SkyMalling Your Brand

Xhibit Corporation, the parent company of the SkyMall magazine typically found in most airplane seat pockets, filed bankruptcy in mid-January 2015. With a significant sales decline during 2014 and a subsequent cash crunch, it suspended retail as several airlines were already discontinuing the familiar catalog.

Reasons cited for the shutdown include strong retail competition along with more prolonged use of personal electronics on airplanes, reducing passenger viewing of the SkyMall catalog.

Yeti-Statues

Strategic Thinking Exercises

Perusing stories of the implosion of the SkyMall business model suggests at least four strategic thinking questions organizations should address to anticipate similar business model challenges.

1. What business are we in?

One analyst asserted SkyMall had no compelling market position or brand identity. As evidence, its business could be described as unusual products, expensive products, specialty retailing, catalog retailing, or some combination of these.

Its post-bankruptcy statement suggests, however, what SkyMall historically thought its business was, and what it discovered its business really was.

Scott Wiley, the company’s CEO, issued a statement saying the squeeze on the company’s sales was due to “additional competition from e-commerce retailers” because of the increasing availability of Wi-Fi on airplanes. This suggests SkyMall was in the retail business and e-commerce retailers were (the new) competitors.

Wiley’s statement also mentioned another factor: “additional competition for the ATTENTION (our emphasis) of passengers.”

Attention?

Yes, SkyMall was in the attention business. With a nearly exclusive hold on the flying public’s attention it was okay. Losing that, its business model didn’t work anymore.

Suggested Strategic Thinking Exercise: Using a Brand Benefits Approach to Identify Your Brand’s Business

2. What are our non-traditional threats?

If SkyMall defined its business as retailing, it’s likely it viewed its major competitive threat as another retailer developing a catalog and striking more attractive deals with airlines. Competitive success would revolve around securing long-term deals with air carriers to keep competitive catalogs off airplanes.

Clearly another catalog didn’t disrupt SkyMall.

Other retailers secured access and passenger attention through the availability of inflight online access. This threat was evident in 2009, with 500 planes already equipped with Wi-Fi. With the 2013 FAA ruling allowing personal electronic device use from takeoff to landing, the other piece of the customer attention threat fell into place.

These two events, neither of which involved competitive printed catalogs on airplanes, dramatically compromised the SkyMall hold on passenger attention.

As you look at your business, are you identifying potential non-traditional and unexpected competitive threats that could unseat your brand from its real business?

Strategic Thinking Exercises:  Identifying Left Field Competitors, Competitors May Be Different than Your Brand 

3. What’s in our name?

Some brand names are obvious (i.e., Dollar General). Others are abstract, with no ties to what the brand does – at least until the marketplace associates the name with a brand promise and then can’t imagine it ever being different (i.e., Target).

The more abstract the brand name, the more leeway for what a brand does. A relatively literal name makes it challenging to make necessary changes to keep the brand and business model thriving.

When the name is SkyMall, it clearly implies it offers multi-brand shopping in the sky, even if the way you’ve been delivering the brand promise isn’t working anymore.

Thinking about your own situation, how strongly does your organization’s name support its business model? To what extent does it limit the opportunity your brand needs to maneuver and adapt (or even transform) the business model to stay ahead of forces that could disrupt success?

Strategic Thinking Exercises: Coming Up with Cool Product Names,  7 Types of Brand Language You Should Use, Anticipating Future Issues with Names

4. Are you listening to the smart perspectives about your business?

A self-reported former SkyMall employee left a comment on an online USA Today article about the bankruptcy. He claimed writing a massive email to his supervisor shortly after joining the company outlining the brand’s threats and strategic options. His supervisor allegedly showed him recommendations going back ten years addressing shifts to the business model – all reportedly ignored by management.

If true, this underscores that much of smart strategic management is listening to those with credible input, no matter where they stand – or don’t – in the corporate hierarchy. Employees, customers, industry observers and other parties might be very willing to supply a major portion of the answer for your next business model, if you ask them and LISTEN.

Strategic Thinking Exercises: Using a Huge Focus Group, Who Are Your Strategic Thinkers?

Stay ahead of your brand SkyMalling with these FREE strategic thinking exercises!

Brainzooming Outside-In Innovation Strategic Thinking Tools eBookAre you making the best use of customer input and market insights to deliver innovation and growth for your brand? Creating successful, innovative new products and services has never been more dependent on tapping perspectives from outside your organization (see point number 4 above).

This new eBook features sixteen strategic thinking exercises to help you ideate, prioritize, and develop your best innovative growth ideas. Download this free, concise ebook to:

  • Identify your organization’s innovation profile
  • Learn and rapidly deploy effective strategic thinking exercises to spur innovation
  • Incorporate crowd sourced perspectives into your innovation strategy in smart ways

Download this FREE ebook to turn ideas into actionable innovation strategies to drive your organization’s growth.

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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5

It’s the first post of 2015 from customer experience strategy and innovation expert Woody Bendle. Today, Woody takes on performance metrics and a strategic look at how the measures you use with dramatically new and different strategies need to also be dramatically new and different themselves. Here’s Woody!

Performance Metrics – What Gets Measured? by Woody Bendle

woody-bendleWe’ve all heard the axiom, “What gets measured gets _________.

You can fill in the blank: done, fixed, improved, managed.

The point is if you want to accomplish (fix, improve, manage) something, you need to:

  • Have some idea about the desired outcome you’re seeking (vision or objective)
  • Establish an identifiable target – or series of targets (goals)
  • Do things that help you move toward the goals and desired outcome (activities and processes)
  • Have ways to determine if you are making progress toward achieving your identifiable target(s) and/or desired outcome (measures)

If you’ve spent any time in the business world, you know there is certainly no lack of performance metrics (or measures) for determining how a business or unit is performing and whether or not you are making progress toward your desired goals or objectives.

Most of these performance metrics – or “Key Performance Indicators,” aka KPI – are tried and true and have been around for decades.  And, many businesses have achieved success by adopting standard measures and employing well-known programs, processes and procedures for collecting, reporting, and monitoring activities and progress.

The more familiar or standard your desired outcome (or end state), the easier it is to be successful by employing standard activities, processes and measures.  But if your desired end state is very different from your current state, it is highly unlikely that standard activities, processes, and measures will suffice.  If you want to be very different, you need to do things very differently and you probably also need very different measures (or metrics) to get you there.

To help make my point, let’s take a look at these four illustrative “current state / end state” scenarios.

Woody-current-end-state

The current state, represented by the yellow “Here” circle, is identical for scenarios A through D but the end state varies in how different it is from the original yellow circle.

Scenario A is understandable for many in business. The end state here is basically the same as we currently are, but bigger.  In the business world this might be analogous to growing by selling more of our existing products to existing customers or to new customers in new territories.

Scenario B also isn’t much of a stretch. The end state remains a circle, gets a little bigger, and becomes a little more different by  doing something different (i.e., adding blue) to turn the circle green. In business, this may be growing by adding a new product line and selling more to new and existing customers.

Scenario C is clearly a different end state. The end state is bigger, changed color, completely changed shape, and added a new dimension.  The business analogy might be a combination of Scenario B as well as an acquisition of a business either up or downstream in the value chain and/or possibly even another totally unrelated business.

For Scenarios A-C, there are thousands of real world examples (or business cases) managers can leverage for how an organization can get from here to there.  These suggest the types of things you need to do, and what the types of measures you need to employ in order to monitor and ensure your progress.

For Scenario D, however, all bets are off.

In Scenario D the desired end-state is frankly something that bears no resemblance to the current state. Think Apple Computers in the 1980s vs. the Apple we know today.  Scenario D’s end state looks pretty unique, complex, hard to describe and quite possibly, very difficult to duplicate.  Scenario D is actually illustrative of the types of conversations occurring at many companies today with business model innovation or business transformation.

To achieve the transformative end state in Scenario D, you will likely have to do many things very very differently.  And, you will also likely need to create and utilize completely different measures or performance metrics to help get you there.

So yes, what gets measured gets done, fixed, improved, managed, and possibly changed.  But allow me to modify the oft mis-attributed Einstein quote on insanity:

“If you are expecting to achieve radical transformational results by employing (or tweaking) existing processes, procedures, measures or metrics, you’re completely nuts!   

If your desire is to transform your business or organization, do yourself, your shareholders and your entire organization a favor. Clearly envision, define and articulate:

  • Where / what you want to be
  • All the possible paths you might take to get there
  • How long it might take to arrive at different points along the path
  • What you need to do to know if you are making progress, and if you are nearing your desired end state

If you are having a hard time getting started with this, I’m betting Mike and the folks of The Brainzooming Group have well over 100 articles that can help you out! – Woody Bendle

 

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

 

Download: FREE Innovation Strategic Thinking Fake Book

Brainzooming Outside-In Innovation Strategic Thinking Tools eBookAre you making the best use of customer input and market insights to deliver innovation and growth? Creating successful, innovative new products and services has never been more dependent on tapping perspectives from outside your organization.

This new ebook features sixteen strategic thinking exercises to help you ideate, prioritize, and develop your best innovative growth ideas. Download this free, concise ebook to:

  • Identify your organization’s innovation profile
  • Learn and rapidly deploy effective strategic thinking exercises to spur innovation
  • Incorporate crowd sourced perspectives into your innovation strategy in smart ways

Download this FREE ebook to turn ideas into actionable innovation strategies to drive your organization’s growth.


Download Your Free  Outside-In Innovation Strategic Thinking Fake Book

Guest Author

The Brainzooming blog has a wonderful group of guest authors who regularly contribute their perspectives on strategy, creativity, and innovation. You can view guest author posts by clicking on the link below.

More Posts

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4

We have been developing a new competitive intelligence process for a client. The B2B company wants to better collect, analyze, and disseminate valuable insights on competitive strategy.

As with many competitive intelligence systems, especially in B2B settings, much of the most timely and otherwise unavailable intelligence will come from the salesforce. Similarly, the salesforce is in one of the best positions to take advantage of competitive intelligence to better position products, value propositions, and offers to customers to stymie competitive strategy.

It is vital, however, to ensure the competitive intelligence process is not simply asking for competitive intelligence from salespeople, and then giving it back to them without adding sufficient value.

6 Ways to Enhance Competitive Intelligence from the Salesforce

Heard-On-The-Street

To combat this possibility, here are six enhancements to competitive intelligence that originates with the salesforce to deliver new value:

  1. Aggregate information from multiple people to provide a view no one individual has in order to see patterns or spot trends.
  2. Perform additional and deeper analysis on the raw information to create new understanding.
  3. Communicate information to senior leadership that salespeople feel intently, but that is typically lost in the corporate shuffle (i.e., a regional or niche competitor who is not big enough to get corporate-wide attention).
  4. Disprove or verify early rumors salespeople have reported to address the word on the street.
  5. Exploit the availability of non-sales sources to enhance the raw intelligence and deliver new information to them.
  6. Make if more efficient for sales to gather and especially share competitive intelligence with a process that funnels competitive intelligence to them when they need it.

Is a more robust competitive strategy in your plans?

If your organization needs to boost the value of competitive intelligence from your salesforce, give us a call or email. We’d love to talk to you about how we apply our Brainzooming techniques to efficiently gathering information from broad sources and turning it into actionable competitive intelligence. – Mike Brown

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The Brainzooming Group helps make smart organizations more successful by rapidly expanding their strategic options and creating innovative plans they can efficiently implement. Email us at info@brainzooming.com or call us at 816-509-5320 to learn how we can help you enhance your strategy and implementation efforts.

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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1

looking-for-answersThe easy answer to finding an answer for a question you have is “Googling it.”

While Googling is a ubiquitous way to find and process possible answers from global sources on the web, there’s more to getting solid answers you can confidently use.

Getting to solid answers that are either exactly or directionally accurate requires applying several strategic thinking skills involved beyond just Googling your question and grabbing a fast answer.

6 Search Tips beyond Googling Your Question

To improve not only your online search results, but the real results from answering your question, develop and use these six strategic thinking skills:

1. Imagine your search results before you start Googling

Before you start Googling, develop a sense of what types of answers you might find or at least the forms your answers may take. With this backdrop, you’re in a much better position to quickly evaluate whether you are on the right path with your search results.

2. Push outside your social network for answers

Increasingly, results served up to you online represent a small circle of what Google or other platforms think / believe / know will be most valuable to you. I’m too skeptical to depend exclusively on an algorithm to shape my search. Log out of Google and other applications as best you can to search a wider range of possibilities outside your social network.

3. Don’t read too extensively as you search

Grab as much information as you can as fast as you can without reading everything. Particularly if the answer is important, don’t settle for what might seem like the exact answer right away. Even if it appears you have a solid answer, do more looking to confirm or refute your apparently quick solution.

4. Compare possible answers to your initial expectations

As you begin scanning the initial search results, compare them to what you initially expected as an answer. This is vital since so much of the information you’ll get by Googling your question has never been properly vetted and fact checked. These days, fact checking sits squarely on the searcher’s shoulders. Be skeptical but also be open to having your initial perceptions of what you’ll find challenged or overturned.

5. Look for important disagreements in data

If every source is reporting the same thing, chances are it all came from a single source. When you don’t find a healthy amount of disagreement or variation from multiple information sources, you have a problem. To get a sense of being on the right path toward an answer to your question, go digging for greater information diversity.

6. Keep a running list of insights

As you review search results, jot down initial impressions, major points of agreement or disagreement, supporting points for your answer, ideas from your review, and clues to other places or resources to search. This list is your summarized recap of what your search yielded.

Strategic Thinking Skills Deliver the Best Answers

These six strategic thinking skills will serve you well so you do not just seize the first, and potentially wrong, answers from Googling your question blindly. – 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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