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I avoid politics here on Brainzooming, so this isn’t a political guest post. It’s a customer experience strategy lesson post from customer experience strategy and innovation expert Woody Bendle. Woody weighs in today on how to avoid your own high profile customer experience management issues based on learnings from the roll out of healthcare.gov. Here’s Woody!

 

woody-bendle3 Customer Experience Strategy Lessons in the Healthcare.gov Launch by Woody Bendle

Last month, one of the most highly anticipated recent website launches, www.healthcare.gov became one of the largest customer experience failures ever. Aside from the many technical design and architecture deficiencies, healthcare.gov provides three key Customer Experience Management (CEM) lessons.

  1. Do not underestimate peak demand
  2. Do not go live without stress-testing peak demand
  3. Have backup plans for worst case scenarios

Let’s dive in to these three lessons.

Lesson 1 – Do not underestimate peak demand!

HealthcaredotgovThis is a blinding flash of the obvious, but if you don’t understand your possible peak demand, really bad things can happen.  Like millions of really unhappy people wasting hours staring at a 404 error page, and all sorts of really bad press resulting in plummeting approval ratings.

Within minutes of go-live, healthcare.gov came to a screeching halt.  Why?  One contributing reason was a gross underestimation of how many people might visit the website its first day.

The thing is, figuring out a possible maximum peak demand for the ACA website isn’t hard – there are multiple scenarios for estimating it.

For an upper bound, we could naïvely assume every one of the roughly 240 million people in the US over the age of 18 could possibly visit the site on day one.

Since this is highly unlikely, what would be reasonable? How about the number of people without insurance now required to have insurance?

According to a September news release from the Census Bureau an estimated 48 million people in the US did not have health insurance in 2012 (including 6.6 million children under 18).  That translates to forty-one or forty-two million uninsured US adults legally required to obtain healthcare. It’s possible – although not probable – they could all decide to visit the website day one.

Another consideration is not everyone in the US has Internet access.  The Pew Center reports that 15% of US adults don’t use the internet, leaving approximately 35 million uninsured US adults with internet access who just might visit healthcare.gov on day one.  But, even this isn’t all that likely given America’s second favorite pastime (after baseball) is procrastination.

Cyber Monday, one of the busiest Internet traffic days annually,  provides another estimate of potential peak demand. According to Experian Hitwise, amazon.com had the highest Cyber Monday traffic volume in 2012 with nearly 39 million visits, walmart.com was second with nearly 19 million visits, and bestbuy.com followed with just over 9 million site visits. While it is unlikely the healthcare.gov launch would be met with amazon-type traffic its first day, it is nonetheless remotely possible.

How much demand peak demand should they have planned for with healthcare.gov on day one?  Apparently, way more than they did.

This leads us to our second key Customer Experience lesson.

Lesson 2 – Do not go live without stress-testing peak demand

From the Experian statistics, it is clearly possible to handle millions of site visitors on a single day.  Companies are already designing and supporting websites to handle massive amounts of daily site traffic. That healthcare.gov crashed immediately upon launch strongly indicates the team could not have performed stress testing anywhere near possible peak site demand levels.

The worst part though, according to comScore, is only about 2.5 million people actually visited healthcare.gov on its first day using PCs.  And, since roughly 20% of all Internet traffic comes via mobile devices, potentially only 3 million people in total attempted to visit healthcare.gov its first day.  If each person attempted to visit the site twice, due to technical hiccups, it might have received between 5 to 6 million visits its first day. This certainly is not a big traffic day by modern Internet standards. But, healthcare.gov still crashed – creating millions of frustrated customers and placing a dark cloud of skepticism over the entire ACA program.

This leads me to one final lesson from the launch.

Lesson 3 – Have backup plans for worst-case scenarios

If healthcare.gov were any other other website, hundreds of millions of people globally might not know what a colossal failure its launch was.  It isn’t just any other website; it is perhaps the most highly anticipated, highly visible (not to mention, legally mandated for millions of currently uninsured US adults) website launches in history!

Should you be responsible for such a website, there are two critical questions to ask and reliably answer:

  1. What’s the worst that could happen?
  2. What are we going to do if the worst thing actually happens?

Horrible customer experiences are very difficult to recover from successfully.  The growing widespread knowledge of horrible customer experiences, such as the healthcare.gov launch, makes these situations even more challenging!  I’m certain there are more than a few in Washington who agree right now.  But if you plan for worst-case scenarios, you can proactively attempt to minimize (and possibly even recover from) the damage done due to underestimating and under-testing peak user demand.

The Final Word? Hardly

In the immortal words of Dwight D. Eisenhower: “In preparing for battle [or the launch of the healthcare.gov marketplace] I have always found that plans are useless, but planning is indispensable.” Woody Bendle

 

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“How strong is my organization’s social media strategy?”

9 Diagnostics to Check Your Social Strategy

Is your social media implementation working as well as it can? In less than 60 minutes with the new FREE Brainzooming ebook “9 Diagnostics to Check Your Social Strategy,” you’ll have a precise answer to this question.

Any executive can make a thorough yet rapid evaluation of nine different dimensions of their social media strategies with these nine diagnostics. Download Your Free Copy of “9 Diagnostics to Check Your Social 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.

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Customer experience strategy and innovation expert Woody Bendle is sharing his perspective on the links between corporate strategic planning and brand strategy today, including a great strategic brand planning tool to help identify branding opportunities and gaps your organization faces. Without delay, here’s Woody!

 

Brand Strategy – A Strategic Brand Planning Tool by Woody Bendle

Mike has published recent pieces on strategy and strategic planning that inspired me to reflect on the process and effectiveness of strategy, especially brand strategy. It fascinates me that strategy and strategic planning are often considered separate and different from brand strategy.  Since many executives don’t understand what a brand is, they don’t realize an organization’s brand should govern and be the basis for corporate strategy and planning.

Strategy and Brands

Strategy should effectively set an organization apart from competitors.  A good strategy (well executed) can make an entity appreciably unique and compellingly relevant to a meaningful proportion of consumers. This is precisely what a good brand does!  So why is brand strategy so often overlooked in corporate strategy or planning?

I believe there are three reasons:

  1. Lack of understanding
  2. Misperceptions – Corporate strategy and planning are considered to be for “left-brained numbers people’ and brand strategy (if an organization even does it) is for “right-brained marketing
  3. Complexity – Brands are complex, somewhat abstract, and don’t fit neatly into financial spreadsheets

While the concept of a brand can be difficult to get your head around, that complexity shouldn’t suggest branding be ignored. Let’s break down the concept to its component parts, tackling the basic definition first.

So what is a Brand?

Most of us can name dozens of brands, including our “favorite” brands.  We can describe brands and frequently make decisions because of them.  So, while brands play roles in our lives, defining a brand is where many get hung up.

Through studying how consumers and organizations develop, manage, think about and relate to brands, I’ve developed the following definition:

A Brand is something that provides and is both identity and meaning.  It is a continual interpretation that exists as a result of that which is conveyed by an entity through its communications, products and/or services, and that which is understood by those who interact with that entity’s communications, products and/or services.  

That seems pretty abstract and complex, I’ll admit.  Let’s simplify it to an organization’s brand being:

  • Who it is
  • What it stands for or represents
  • Why it exists
  • How it behaves, communicates, and/or operates
  • How it is, and how it wants to be seen and/or thought of

For those interacting with (i.e., purchasing, using, consuming) a brand, it is:

  • A commitment or promise by or from the brand itself
  • An aid for decision making
  • An intrinsic and extrinsic reflection of who they are
  • A statement about what they value and believe in
  • A tacit or explicit signal about how they see themselves and how they want to be seen by others

The next layer of complexity in branding is because brands are not completely within an organization’s control.  While companies or individuals create brands, they exist in a dynamic perceptual ecosystem, i.e. an intricate network of interactions between and among an array of constituents (as shown here).

Dyanmic-Brand-Ecosystem

Brands directly interact with and influence perceptions for a number of different constituents (the blue arrows).  These constituents influence and affect the brand through reciprocal relationships of varying strength.  Over time, the full power and impact of a brand results from a vast multitude of direct and indirect interactions within the ecosystem.

This creates two implications:

  1. Once a brand is launched, the originator no longer fully owns it.  It is shared by all who directly and / or indirectly interact with it.
  2. While the brand’s originator does not fully own the brand, it retains absolute responsibility today and in the future for how the brand is viewed.

So because brands are complex and are shaped by others outside your organization, managing it overall demands a well-articulated brand strategy!

A Strategic Brand Planning Tool

So with the definition addressed, let’s pull apart a brand and systematically examine all the different brand interactions.  This tool I developed helps me effectively do that:

Brand-Plng-Template

Step one is identifying the brand constituents populating the rows by answering:

  • Who are all the parties interacting with your brand?
  • Who has a say in your brand’s future?

After creating your own list of brand constituents systematically work through each column.

  • Column A – Think about how you would like each constituent group to describe your Brand.  What should your brand stand for with each of them?  How should it be known?  Note – this is an internal exercise since you have to answer and own how and what you want others to think about your brand.
  • Column B – How does each of these different groups actually think about, or describe your brand?  What are they saying about it to others?  Are you regarded positively by some and negatively by others? Surveys and social media listening are great sources for this.
  • Column C – This column pinpoints areas with differences between how you want your brand to be thought of and how it is currently regarded.  Some differences will be subtle and others could be rather large. Additionally, this column’s answer can be quantitative and/or qualitative.  
  • Column D – After identifying areas with meaningful perception differences, outline things your organization can or will do to close these perception or image gaps.

As you work through brand tool, some cells will be easier than others to complete. Only you can determine whether it is worth the effort to collect the information needed. After using this tool many times, I’m confident you will identify several things important to your brand’s future that warrant further discussion and attention.

Good (Company) to Great (Brand)

Body-TattooCompanies and organizations are a dime-a-dozen; many have very similar overarching goals and objectives.  If an organization has been around for any length of time, it is probably doing a number of things well.  But is it truly great?  Is it considered a Great Brand?

Great Brands are different; they are one-in-a-million!  Great Brands connect by providing a deeper sense of identity and meaning.  Great Brands wind up tattooed on peoples bodies (I’m betting the first brand that came to you right now was Harley Davidson)!

Great Brands don’t happen by accident! Great Brands are the result of great, well-executed brand strategies!

As you tune your strategic plans for next year, secure a seat at the strategic planning table for your brand management effort.  It just might earn your brand a prominent place on someone’s body! Woody Bendle

 

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For those executives still developing next year’s strategies aimed at creating strategic impact in 2014, we’ve opened up the Brainzooming strategic thinking R&D lab to share fifteen newly developed, innovative strategic planning questions.

15 Innovative Strategic Planning Questions to Prepare for 2014

2014-QuestionsThis group of innovative strategic planning questions is heavy on identifying new market, product, and competitive opportunities to challenge your organization in dramatically expanding the benefits you deliver to your customers.

Fostering  Innovative, Disruptive Ideas

Identifying Innovative Strategic Opportunities

Creating Competitive Advantage

  • What markets can we rapidly move into where we have an underdog’s advantages?
  • How can we do something so big and challenging in a new market that current players will have to follow us, thereby bolstering our market development efforts?
  • How can we go around any parties standing between our clients and our brand in order to simplify buying for our consumers?
  • How can we realize scale economies in new ways through serving and supplying remote, low-density markets from a high-density location?

Prioritizing Market Strategy Opportunities

  • What will it take to dramatically improve the clarity of our marketing message by reducing the number of DIFFERENT messages we blast into the universe?
  • In what ways can we make it easier and more rewarding for our broad audience to share their opinions and take buying action on them?
  • Within our content marketing, what has to change to address five additional facets of both the human and business dimensions of our audience?
  • How do we craft a social media approach that still works hard for us if Facebook, Twitter, LinkedIn, or some other high-profile social network went away next year?

Addressing Professional Development

  • What are my personal and professional development dreams, and what roadblocks do I need to eliminate (or simply ignore) to bring them to reality next year?

 

Need more help with creating strategic impact – now and next year?

If you need an additional push for your organization in creating strategic impact in 2014, The Brainzooming Group is here to assist you, tapping into our experience designing and implementing hundreds of strategy sessions to deliver real results.  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

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“How strong is my organization’s social media strategy?”

9 Diagnostics to Check Your Social Strategy

Is your social media implementation working as well as it can? In less than 60 minutes with the new FREE Brainzooming ebook “9 Diagnostics to Check Your Social Strategy,” you’ll have a precise answer to this question.

Any executive can make a thorough yet rapid evaluation of nine different dimensions of their social media strategies with these nine diagnostics. Download Your Free Copy of “9 Diagnostics to Check Your Social Strategy.”

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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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November 10 is the anniversary of the Brainzooming blog’s launch, introducing our strategic thinking manifesto, which originally appeared as the first five Brainzooming blog articles.

The Brainzooming strategic thinking manifesto is the foundation of our business philosophy and how we are creating strategic impact for clients. Yet when it was published at the blog’s launch, there was no other Brainzooming content online to which we could link key concepts.

Now, several years into writing daily articles on strategy, creativity, innovation, and social media, there is ample online content elaborating on the Brainzooming concepts strategic thinking manifesto introduced. To mark this year’s anniversary of the blog and launching The Brainzooming Group, it’s time to re-share the manifesto. This updated version includes supporting links and updates to reflect the learning and growth from The Brainzooming Group client work since our launch.

Creating Strategic Impact – The Updated Brainzooming Manifesto

Dilbert-ThinkerPreparing our original presentation on cultivating strategic thinking, current literature suggested a significant gap between senior management expectations and the impact from strategic thinking. Senior leaders have strong expectations about their employees’ abilities to think strategically and how much time their senior teams should spend on strategic issues. One survey reported senior leaders expected to spend 1/3 of their time on strategic issues. Another survey found though that senior teams self-report spending less than 1 hour per month, if any time at all, on strategic issues.

Why the discrepancy?

We repeatedly see one or more of these reasons present in organizations struggling with strategic impact:

Through meaningfully changing strategic thinking perspectives, it’s possible to address each of these gaps, and involve many individuals throughout an organization into clearly beneficial strategic thinking roles with great results.

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 broadly address strategy.

The Brainzooming Group starts with a simple definition for strategic thinking: Addressing Things that Matter with Insight & Innovation.

There are three important elements in the definition to  shape productive strategic thinking and invite greater participation and results.

“Things that Matter” – Strategic thinking focuses on fundamental opportunities & issues driving the business, not on far away things irrelevant to creating strategic impact. Successfully focusing on things that matter implies being able 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 discussion stuck in the weeds.
  • Recognize there are Multiple Strategic Viewpoints - What’s strategic differs on whether your view is company-wide, departmental, functional, or personal. While the strategic views within an organization should be interconnected, what’s strategic will differ between senior management and a specific department. Because of this, it’s vital to 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 won’t come to pass for years doesn’t necessarily make it strategic. If you don’t realize this, you’ll never address strategic discussions because pressing issues (which may be hugely strategic) are viewed as tactics requiring immediate solutions – and thinking seems to slow things down, thwarting progress.
  • Use Strategic Thinking Exercises Intended to Creatively Tackle Challenging Issues – Using strategic thinking exercises helps neutralize traditional (potentially biased) perspectives, reducing unproductive politics and blind spots stifling creating strategic impact.

“Insight” – Strategic thinking starts with relevant insights gained from inside and outside the organization. Combining and analyzing diverse information allows you to identify relationships leading to creating strategic impact. You can start by assessing your strategic position in new and different ways through robust strategic thinking exercises.

“Innovation” – One of the best approaches to anticipate future relevant events is considering multiple perspectives and exploring a full range of possibilities that may develop. Simple question-based exercises foster a more innovative look at the business.

Awakening Strategic Thinking

If senior managers are the only ones sanctioned to think strategically in an organization, there is 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. Shaking up that sameness and familiarity is vital.

Great strategic thinking springs 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)

Invest time in productive thinking – Create and protect time for strategic thinking. This requires a willingness to invest dedicated time to consider many possibilities, to narrow focus to the best ones, and then develop & implement the best strategies. Focused time helps create an environment where people can selectively turn off conventional wisdom, triggering many more possibilities.

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

New Types of Strategic Thinking Tools

A challenge with standard strategic planning approaches is people are familiar with standard strategic planning questions and answers. Additionally, if people are entering strategic planning with long histories inside an organization, they know the expected answers to standard strategic planning questions.

Aligned with typical areas addressed during strategic planning, here are some of the alternative paths The Brainzooming Group uses to reach vital insights leading to creating strategic impact.

Combo-ExercisesStrengths, Weaknesses, Opportunities, and Threats

Vital Trends and Innovative Directions

Setting Priorities

Creating Strategic Impact

Strategic thinking often falls short because specific outcomes are difficult to trace to original strategic thinking or planning effort.

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

Creating-a-Strategic-ImpactBe 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 selects ideas, have them 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 previously overlooked ideas.

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

Brainstorming-Session-Contribute-to-SuccessOnce individuals have placed ideas on the grid, talk through each one to see what support or challenges exist within the group. Typically, team members will overstate the number of easy to implement ideas 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 view 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 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.

From Strategic Thinking to Creating Strategic Impact

Ideally you are better prepared to cultivate strategic thinking as a precursor to creating strategic impact in your department or business. Subscribe to the Brainzooming blog, seek ongoing learning, and schedule time soon for fruitful strategic thinking! And if you need ehlp to start or deliver results, let us know. We’d love to help you in creating strategic impact. – 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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biz-failureI was discussing the principles of creating strategic impact with a senior executive at dinner recently. I mentioned the shift The Brainzooming Group has experienced in the past 12 months with many more requests for strategic thinking workshops versus previous years. She said it was because the focus the past few years for most organizations had been on business survival. Because of this, she sensed companies didn’t have time for strategy.

My response was, “So since they were focused on business survival, approaching decisions with no rhyme or reason was the best option?”

I was only being half flippant.

I understand her statement. It comes from the belief many business executives have that business strategy is a luxury; they see strategy as the layer on top after they have today (and maybe tomorrow) figured out for the organization. THEN, an organization has time to pursue strategy – which the organization defines as things that happen in the future.

While understanding where the belief comes from, it’s completely wrong-headed.

Creating Strategic Impact

Business strategy isn’t about long-term or short-term.

Strategy, as we define and work with clients on developing it, involves “addressing what matters with insight and innovation.” And what could be more core to business survival than “addressing what matters with insight and innovation”?

Heaven help a business that thinks addressing things that may or may not matter with conventional wisdom and status quo tactics is the key to business survival. If that’s the case, they aren’t long for the world.

Business Strategy and Business Survival

Business Strategy isn’t the layer on top.

Strategy is the foundation that directs your organization toward maximizing what makes you successful. Strategy helps the organization act to realize success AND ANTICIPATE and avoid disasters – the disasters awaiting businesses mistakenly thinking they are going to be successful without the benefit of strategic thinking.

If your organization finds itself in this business strategy and business survival trap right now, call us. We’ll help get you out of it, creating the strategic impact that’s at the heart of business success. – 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.

 

 

“How strong is my organization’s social media strategy?”

9 Diagnostics to Check Your Social Strategy

Is your social media implementation working as well as it can? In less than 60 minutes with the new FREE Brainzooming ebook “9 Diagnostics to Check Your Social Strategy,” you’ll have a precise answer to this question. Any executive can make a thorough yet rapid evaluation of nine different dimensions of their social media strategies with these nine diagnostics. Download Your Free Copy of “9 Diagnostics to Check Your Social 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.

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Board-RoomThe VP of Operations at a potential client for The Brainzooming Group asked what we do to ensure healthy strategic conversations among a senior management team that has worked together a long time. He wondered about the challenges of breaking through this type of tight-knit group in the boardroom to ensure we’re moving toward creating strategic impact.

I told him the way we break through a tight-knit senior management group’s pre-existing cliques and decision making process is by coming to the table with new insights. We often glean these insights though soliciting strategic input from a much broader employee group than an organization has previously.

All these additional voices go a long way toward disrupting a group’s traditional dynamics.

Spicing Up Strategic Planning in the Boardroom

Beyond including more strategic voices, there’s an unlikely source for techniques we use as inspiration: ideas for spicing up a long-term romantic relationship!

Look at any self-help magazine for advice on spicing up a long-term relationship, and you’ll see ideas such as:

  • Introducing an element of surprise
  • Openness to new techniques and ideas
  • Role-playing and games
  • Toys
  • Scheduling a dedicated day together monthly
  • A change of scenery
  • Planning a staycation together
  • Putting aside technology-based distractions
  • Spending time away from each other
  • Moving out of a long-established comfort zone
  • Recalling earlier, more intense periods in the relationship
  • Finding a babysitter and getting away

As I look at our Brainzooming process and how we introduce creative thinking into strategic planning, we’ve used some variation of all these ideas for spicing up strategic planning in the boardroom.

Granted, how these ideas play in the boardroom is quite different than in the bedroom. But either way, getting people in a long-term relationship to reach new performance levels depends on spicing things up in new ways! – 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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Creating-a-Strategic-ImpactIt’s early October, and many (likely most) large organizations that will create some type of annual plan are on the brink of intense strategic planning efforts.

Suppose your prior strategic planning efforts haven’t delivered the insights, implementation success, organizational development, or market results you’d expected.

If that describes your organization, and previous strategic planning efforts have fallen short in creating strategic impact, what are your options for improving next year’s results at this point? Is it too late to improve the strategic planning process already underway so the plan doesn’t sit on the shelf?

Answering those questions is the focus of the “Creating Strategic Impact” workshop I’m doing this evening for the Financial Executives International group in Kansas City. As a group of senior professionals, the Financial Executives International members should be in fantastic positions to still bring about strategic planning improvements for next year.

4 Ideas for Creating Strategic Impact and Improving Next Year’s Results

Even if an organization is well into strategic planning for next year, what steps will help ensure it’s having greater success in creating strategic impact?

Here are four ideas:

  1. Broaden the range of employees invited to offer insights and ideas into the strategic plan. At a minimum, expand participation by at least one level in the organization.
  2. Exploit how smart structure can create flexibility. While it sounds contradictory, selecting the right strategic planning structure can help employees more successfully contribute to creating strategic impact. And that’s true for both veteran and new planning participants.
  3. Don’t ask the same old strategic planning questions. When knowledgeable people are invited to address strategic opportunities from questions that provide “strategic detours,” an organization will uncover exciting new paths to growth. Additionally, through expanding participation within the organization, answering these questions becomes part of the daily strategic conversations taking place in the organization.
  4. Simplify your strategic language. If nothing else, use simple, understandable, and actionable language to describe your strategies and plans. Don’t use corporate jargon and confusing words so that what you’re trying to accomplish becomes clear to everyone in the organization.

Help Is Still Available for Creating Strategic Impact

Attendees at tonight’s presentation will receive more specifics on these four ideas. If you aren’t in Kansas City, and would like to understand how your organization can profit from these four ideas, give me a call (816-509-5320) or email, and let’s talk about what your best options are for creating strategic impact coming out of your strategic planning efforts. – 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.

 

 

“How strong is my organization’s social media strategy?”

9 Diagnostics to Check Your Social Strategy

Is your social media implementation working as well as it can? In less than 60 minutes with the new FREE Brainzooming ebook “9 Diagnostics to Check Your Social Strategy,” you’ll have a precise answer to this question. Any executive can make a thorough yet rapid evaluation of nine different dimensions of their social media strategies with these nine diagnostics. Download Your Free Copy of “9 Diagnostics to Check Your Social 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.

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