Insights | The Brainzooming Group - Part 46 – page 46
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Here’s the second installment of one of my favorite posts – the Rules of Can’t Be Right. This edition is focused on written reports. Here are some important checks you can use to spot potential errors:

  • Ask yourself, “What else could this mean?” If you didn’t know what it was saying beforehand, could you really tell someone what your point is?
  • Look at written prose in a different font or format than you originally used to write it. Doing this freshens your eyes to spot mistakes in something that you’ve spent quite a bit of time working on. (It’s amazing how frequently I’ll miss a mistake while writing this blog that becomes readily apparent when it’s published in Blogger with a different look.)
  • When you have a bulleted list, check to see if the beginning words are of the same type (i.e., all verbs, all of the same tense, etc.) and if each line ends in the same way (period, no period).
  • Run the spelling and grammar checkers. Yes, it’s completely basic, but that doesn’t mean people always do it.
  • Print it and read it out aloud. You’ll be surprised to find how fractured something that looks right can sound when you’re speaking it.
  • Have someone else take a look at it. That’s another way to get a fresh set of eyes as a double check. If the person is unfamiliar with the topic, all the better since they won’t subconsciously fix problems that more experienced people might.
  • Ask yourself, “What knowledge am I assuming that the reader has on this topic?” Figure out how you can eliminate the need for the assumption to be necessary by providing the background to understand your material.

Please leave comments with tips you use to double check work and look for mistakes. We’ll run them in a future installment of the rules of CBR.

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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My wife and I see the need for home repairs very differently. She’s more attuned to subtle defects, noticing many I don’t. It’s not surprising. She spends more time at home and views things more closely. We also look from different perspectives – different chairs, bathrooms, even heights, since I’m taller. Yet with my more distant perspective, I notice certain items needing attention that she doesn’t. It usually occurs when I’m doing an unfamiliar activity – putting things away, cleaning, yard work, etc.

This same phenomenon happens in business even with things such as opportunities, challenges, and processes. You look at something very closely, maybe because you have responsibility for it. Since you spend so much time with it, you may view it from several perspectives, but all of them VERY close. Still you’re likely missing things that are obvious to others who see what you see from a different vantage point.

The key is to be able to actively look at a situation from blatantly different viewpoints. So if I may, here are a few great suggestions for changing how you “look”:

Move Further Away

  • Have someone completely unfamiliar with the situation observe it, and ask them, “What are your impressions of what took place?”
  • Change your seat – physically or virtually – and take a few steps back from where you usually “sit” while viewing a situation. What do you see differently?

Look Closer

  • Look at only one aspect of a process – repeat “how” and “why” questions (i.e., How is this working? Why does this happen?) until you’ve explored many possibilities for new insights.

Look from a Different Height

  • Spend a day on the front lines with sales, manufacturing, or customer service – what do they see about the process or opportunity that you don’t?
  • Spend time directly with a customer as they interact with your business – how does it look to them?
  • Shadow a senior executive (maybe a mentor) – what regularly makes its way to their level?

Look from a Different Perspective

  • Have someone else carry out the process – what’s different?

Several of these techniques helped diagnose what wasn’t working with a new planning process recently. By having new participants review it, sitting in different seats to observe interaction, and using different facilitators to lead the process, we’ve cut the initial time for the process by 50% and created more-tailored exercises. And we got these results by simply changing how we look – without plastic surgery or having to address the worst Valentine’s Day “look” question of all, “Does this make me look heavy?”

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 gave up using a red pen while reviewing work several years ago because someone in our department said she felt as if she were being graded in school. Regardless of your pen color though, a critical part of performing & reviewing analysis is the ability to quickly spot mistakes. It helps to have a sixth sense regarding CBR—items that obviously “Can’t Be Right.” In case you don’t have that special power, here are rules you can use to help spot mistakes – whether they’re yours or someone else’s:

  • Before you work on or review analysis, think about what the answer should or will likely be. If the results aren’t in the ballpark, and there’s no apparent reason, do some digging.
  • When reviewing work, start with a “skeptical” attitude – the expectation that something’s wrong – and look specifically for mistakes.
  • Assume things typically won’t change dramatically (or at least outside a typical range). If changes look like big deviations from the norm, investigate why.
  • Try to “break” things—when testing a spreadsheet or program or reading a document, look for ways to make it not work or look for passages that don’t make sense.
  • With a spreadsheet, do the unexpected—put in numbers that you wouldn’t normally expect (i.e., a negative number where it should be positive, change the order of magnitude of important numbers, etc.). As a double check, if a spreadsheet uses lots of formulas, dramatically change some numbers that should make the results change.
  • Do things or read sections out of the natural sequence. This often makes irregularities more recognizable.
  • When reading, repeatedly ask the questions, “Why would I know that? Does it tell me that somewhere else in the document? Is the point consistent within the document?” Be skeptical when you think you have satisfactorily answered these questions.

While it might feel a little better to not use a red pen while marking up analysis, it feels tremendously better to catch a mistake before your boss or client does. Use these rules to help increase that likelihood. And if you have rules that you use successfully, let me know, and we’ll put them in a follow-up post.

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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Jay Conrad Levinson is the father of guerrilla marketing, the concept that businesses can reap greater rewards through the strategic use of low- and no-cost marketing tools. He says that there are at least 100 guerrilla marketing tools available to any business.

Beyond the standard tool list that Levinson uses, I’ve found it helpful to get marketing teams to work through a specific question-based exercise to identify marketing tools unique or at least specific to their own businesses.

Use the list below with your marketing team. One way is for a team member to identify as many answers to a specific question as possible within a 3 minute period, and then rotate the question to the next team member to build on the list:

  • What do we want to promote?
  • What are our features, benefits & competitive advantages? Which are most meaningful?
  • What communications vehicles are in place?
  • What ideas/words/phrases do we use?
  • Who are experts/partners? What’s notable about them?
  • Where do our audiences congregate (geographically or virtually) and/or receive our messages?
  • What motivates our audiences?
  • How can we get permission and the info to keep marketing to our audiences?
  • What business & personal relationships do we have that could be of assistance?
  • Who would like to be involved with us in growing our business?
  • Who could we help make more successful?
  • What interactions do we have with our audience?
  • What new interactions can we create?
  • What tools or ideas can we “steal”?

I’ve had a team of 8 to 10 people build a list of more than 200 tools (many of which they’d never thought of using) within a 25 minute period as everyone worked individually using the rotating question approach.

You can also check out a more focused set of areas to brainstorm and identify specific social media resources and tools your organization can use.

Give this exercise a try at your next staff meeting or planning session, and then go back through your marketing plan to make sure you’re using as many of the tools as possible that you’ve identified.  – Mike Brown

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 brainzooming@gmail.com or call 816-509-5320 to learn how we can develop an integrated, guerrilla marketing-oriented strategy for your brand.

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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25

From experience and ongoing business innovation research, there are fairly common situations blocking business innovation across companies. No company has all of  these business innovation roadblocks, but the presence of just a couple of barriers will scuttle the most modest dreams of implementing a business innovation program to create value for customers.

None of these business innovation NO’s are insurmountable, so it’s important to understand what causes each of them and some steps to navigate around them and get business innovation going.

1. NO Knack for Innovation

There simply isn’t an orientation toward business innovation. It may be a mature industry, a company that’s had success with an intense focus, one that’s grown through M&A, or has been burned on previous formal innovation efforts. Whatever the reason, innovation doesn’t appear to be in the company’s DNA.

What Are Some Things You Can Try?

2. NO Direction

Without a top-level mandate for innovative change, it’s tough for a business innovation-oriented culture to flourish. It could be that innovation is outside the company’s vision, there’s no upper management champion, or a lack of alignment stands in the way of innovation efforts.

What Are Some Things You Can Try?

3. NO Rocking the Boat

There’s an unmistakable signal from management (whether it’s uttered directly or not): “If it isn’t broken, don’t mess with it. We’re not interested in risk taking; let’s just maintain the status quo.” These messages make it clear that good things don’t await those interested in exploring new approaches or trying to do things in different ways.

What Are Some Things You Can Try?

4. NO Talent Pool

The company may have convinced itself the right people aren’t in place to make innovation happen. It could be a perceived lack of “creatives” or “outside the box” thinkers. More likely though, it’s a failure to get people with diverse perspectives together and let them work. It’s more about diverse talent not working together than not having the right talent in the first place.

What Are Some Things You Can Try?

5. There’s NO Tomorrow

This NO springs from the conviction things will be won or lost in the short term, so there’s little need for long term business innovation development. Or it may be there’s no patience for protracted realization of opportunities. If a business innovation is going to be pursued, it needs to be developed and start paying out by the next quarter. In a challenging business economic environment, this sentiment becomes more prevalent.

What Are Some Things You Can Try?

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6. NO Resources

As with a “no tomorrow” view, lowered interest in applying resources to business innovation may be more acutely felt right now. The absence of specific resources can be broad, including management attention, available time, and investment dollars. Without these vital inputs, innovation stalls or never takes off in the first place.

What Are Some Things You Can Try?

7. NO Motivation to Innovate

Something’s lacking that dampens an internal drive to innovate. It could be an environment that doesn’t promote cooperation, no opportunity to receive credit for your effort, or a lack of other meaningful incentives to bring ideas forward and develop them. The net result is that innovation isn’t happening as naturally as it might.

What Are Some Things You Can Try?

8. NO Process

There are instances where innovation appears to emanate naturally from within an organization. Chances are though that it’s been cultivated and developed through a process, even if it’s a relatively small scale and informal one. Without some type of planning and organized means to realize innovation, barriers and bureaucracy can easily block new ideas from coming to fruition.

What Are Some Things You Can Try?

9. NO Implementation Success

Innovative ideas and concepts are cool, but only have value ultimately if they lead to successful implementation and deliver benefits for the intended audience. There are various roadblocks to successful implementation, including flaws in how ideas are recommended, prioritized, developed, and marketed to target audiences. With all those potential challenges, it’s a wonder anything new actually takes place!

What Are Some Things You Can Try?

10. No Measures

It’s difficult to sustain a formal business innovation strategy without metrics in place to report return on investment (ROI), showcase positive improvements, and troubleshoot issues. Even earlier in the innovation process, the absence of metrics makes identifying and prioritizing innovation opportunities a shot in the dark. Simply put: no metrics = no hope of long term innovation success.

What Are Some Things You Can Try?

All the best to you in addressing the specific NO’s you face at work that stand in the way of business InNOvation.

If you’d like more information on exploring the personal perspectives you need to approach your whole life more innovatively, you can download an eBook version of “Taking the NO Out of InNOvation.” It’s a great companion on your mission to bring business innovation to life!  – Mike Brown

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 brainzooming@gmail.com or call us at 816-509-5320 to learn how we can deliver these benefits for you.

 

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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14

Dilbert-ThinkerIn researching a presentation on cultivating strategic thinking, it’s clear there’s a significant gap between senior management expectations for strategic thinking effort (perhaps 1/3 of the senior team’s time) and what happens (typically less than 1 hour per month, if any time at all, is spent on strategic issues).

Why the gap?

Three potential reasons emerge:

By changing strategic thinking perspectives, it’s possible to address each of these gaps, and incorporate many people throughout an organization into strategic thinking.

Defining Strategic Thinking Simply

One reason strategic thinking doesn’t take place is there isn’t a clear understanding of what strategic thinking is. As a result, ill-fated attempts to be “strategic” fall short, creating a reluctance to deal with strategy.

It helps to start with a simple definition of “strategic thinking” to serve as a guide: Addressing Things that Matter with Insight & Innovation.

There are three important elements in the definition that shape great strategic thinking:

“Things that Matter” – Strategic thinking focuses on fundamental opportunities & issues driving the business, not on far away things that are irrelevant to moving the business ahead. To do this successfully, you have to:
  • Understand the Overall Business & Direction – What’s important to the business and its customers – past, present, & future? There are various questions whose answers identify this, but one of the best is, “What are we trying to achieve?” You can always return to this question to re-set a tactic-oriented discussion.
  • Realize there are Various Strategic Viewpoints – What’s strategic can differ on whether your view is company-wide, departmental, functional, or personal. Clearly identify which view your strategic thinking is addressing.
  • Take “Time” Out of Your Definition of Strategic – Strategic issues can take place this afternoon just as easily as in the future; just because something’s years from now doesn’t necessarily make it strategic. If you don’t realize this, you’ll never get to strategic discussions because the pressing issues of the business (which may be hugely strategic) are considered to be tactical concerns that need to be solved right away without a lot of thinking getting in the way.
  • Use Exercises Designed to Help Tackle Challenging Issues – Using strategic thinking exercises will help neutralize traditional (potentially biased) perspectives, reducing unproductive politics and blind spots that stifle strategic thinking.

“Insight” – Strategic thinking starts with relevant insights. Combine & analyze diverse information from various sources (especially external data) and identify relationships that can lead to dramatic impacts. You can start by assessing your strengths, weaknesses, opportunities, and threats.

“Innovation” – One of the best approaches to project future relevant events is to consider multiple perspectives and think through a full range of possibilities that may develop. Once again, there are simple question-based exercises that can help foster a more innovative look at the business.

Awakening Strategic Thinking

If senior managers are the only ones sanctioned to think strategically, that’s a real problem. A company’s senior team tends to view the world in a relatively homogenous manner – from having shared experiences to holding a common perspective on the company and the market.

Great strategic thinking comes from diverse perspectives, cultivated and managed toward a view of the current & future business environment that increases the likelihood of creating strategic impact. Achieving this means spreading strategic thinking responsibility throughout the business.

Here are some fundamentals for accomplishing this:

Keep track of who is thinking and how they think – In bringing people together for strategic thinking, make sure three vital perspectives are represented with people that have:

  • Solid, front-line business experience (to help frame business issues)
  • Broad functional knowledge (with an understanding of capabilities)
  • Creative energy (acting as catalysts to view things in new & unconventional ways)

Take time to think – Set aside time for strategic thinking. This requires a willingness to invest dedicated time to consider a lot of possibilities, to narrow focus to the best ones, and then to develop & implement them. Focused time helps create an environment allowing people to selectively turn off conventional wisdom, triggering many more possibilities.

Use structure to increase output and efficiency – In initial phases, brainstorming rules help to productively manage how people with varied perspectives can increase the number of ideas generated very efficiently. Some starting principles include:

A Couple of Strategic Thinking Tools

Here are many productive question-based strategic thinking exercises for a broad set of business situations. These two provide a sampling:

“Where Do We Add Value?”

The first one is an assessment-based exercise focusing on where a business or internal department adds value for its customers. Themes that emerge help to identify areas for near term focus or elimination.

First, answer the following questions. Ideally this would take place in a pre-session survey:

  • What are the TOP 3 things we do that ADD INCREDIBLE VALUE for customers?
  • What are the TOP 3 things we do that DON’T DELIVER INCREDIBLE VALUE because we can’t/don’t focus enough time, attention, and/or resources on them?
  • What are the TOP 3 things we do that ADD LITTLE OR NO VALUE for customers?

Record the answers. Look for themes – areas of agreement & disagreement. Based on the themes that emerge, have your group answer the following questions:

  • For Areas of Current Incredible Value – How do we continue to grow the value delivered to provide even greater advantage?
  • For Areas that Don’t Deliver Incredible Value Because of Limitations – How can we work around resource limitations? What are new approaches to increase value? If we can’t fix this, should we eliminate trying to have an impact in these areas?
  • For Areas Where Little or No Value is Delivered – Is each of these critical? Are there opportunities to exit, eliminate, or re-work these activities? If it’s warranted, what steps can we take to make dramatic improvements in the value delivered?

“What’s It Like?”

This exercise has you look for analogous situations to yours, going to school on others who are smarter or better than you are in solving similar challenges.

The first step is to identify the characteristics of your situation or challenge, asking yourself the following questions to find ways to generalize your situation:

  • What is this really trying to accomplish?
  • How would I describe this situation in 5 – 7 words?
  • What’s this like in other businesses?

Identify who else faces a similar situation to your generalized business challenge and then use their perspective to identify how they’d address your situation and solve it:

  • Who else faces this?
  • How are they addressing it?
  • What would it be like if we addressed it similarly?

There are many more strategic thinking exercises, but these two are beneficial ones to apply to common business situations that you may face.

Turning Strategic Thinking Into Creating Strategic Impact

Strategic thinking often falls short because specific outcomes are difficult to trace back to the effort put into strategic thinking or planning.

Beyond approaches covered previously to focus strategic thinking, broaden participation, and increase its rigor, a few principles can help create more tangible outcomes.

Be prepared with a rigorous prioritization approach – Frequently, 5 to 15% of the possibilities from a strategic thinking session have near-term development potential or strong relevance. A great first pass prioritization approach is to approximate the number of ideas your team has generated and divide it by 5 to arrive at 20% of the ideas. Divide this total by the number of participants; the result represents how many ideas each person will be able to select based on their belief in an idea’s strength and/or potential.

Let participants start narrowing – With their individual idea “allowances” set, participants can begin selecting ideas that they’ll take through the prioritization process. Ideas chosen can be their own or those of others. The important thing is that participants believe in the ideas they select.

After each team member has selected a set of ideas, ask them to make an initial assessment of each idea using the following questions – What are the idea’s strengths? What are the idea’s weaknesses? What’s unexpected or unusual about the idea relative to the status quo? What’s your initial recommendation about how the idea could be addressed? It’s beneficial to share these initial thoughts aloud to familiarize group members with ideas that may have been overlooked.

Perform individual ranking with group input – Following the initial report-out, use a 4-box grid to allow individuals to place their ideas relative to two dimensions:

  • Potential Impact – On a scale from Minimal to Dramatic
  • Implementation Ease – On a scale from Easy to Difficult

Once individuals have placed ideas on the grid, talk through each one to see what support or challenges there are within the group. Typically, team members will overstate the number of easy to implement ideas that are expected to have dramatic impact. If true, these ideas are very attractive, but often they’ll have less impact or may be more difficult to implement than originally suspected.

Don’t be afraid to consider moving an idea if there’s a clear take from the group that it’s stronger or weaker than its original placement. The result of this combined individual-group exercise should be a much more refined set of ideas, with a good deal of input to set the stage for selecting a few ideas that will be pursued further for development.

Keep track of what’s left over – It pays to track the ideas that aren’t selected initially. These often resurface later and it’s nice to be able to tie them back to the strategic thinking efforts that you’ve been conducting.

WRAP-UP

Ideally you are better prepared to cultivate strategic thinking in your department or business and then to do something with it. Subscribe to the Brainzooming blog, get ongoing learning, and schedule some time soon for fruitful strategic thinking!  – 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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