Strategic Thinking | The Brainzooming Group - Part 2 – page 2
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If you are an organization with a limited budget but an intense need to better understand the audiences you serve, what are the best research methods to pursue?

That was the question from two nonprofit executives tasked with planning market research to support a new marketing plan.

Before diving into planning market research, I asked about old research they had. Although the most recent customer research was five years old, a cursory review of the customer segmentation it generated suggested its research methods were sound.

With that preliminary check on the previous research methods, we spent our time discussing what they could discover from what they had in hand before planning market research. We also discussed market research others have done or might be doing, in addition to informal listening posts they could deploy right away.

14 Questions Before Planning Market Research

Whenever you are planning market research, these fourteen questions comprise a money, time, and effort-saving list to explore!

Examining Your Own Previous Market Research

  • Was the output valuable (made sense, spurred insights, suggested smart directions, etc.), even if we didn’t use it?
  • Are the results valuable, accurate, and recent enough that we can use them to start thinking about future research?
  • Do we have the original data set to slice and dice the results for new insights?
  • Are there questions in the previous work that we can incorporate into new research methods?
  • Have we linked the customer survey results to internal metrics to find predictive relationships?
  • If we haven’t linked customer survey results to your internal metrics, is there the possibility of doing it now?

Exploring Research Others Have Done

  • What other organizations have asked and answered comparable question to ones we have?
  • What experts have insights into the questions we want to answer?
  • Are there industry associations with ideas on answers or research methods to make us smarter?

Anticipating Surveys Others May Be Doing

  • Are there other organization’s surveying our audience that might allow us to include some questions?
  • Could we propose a joint research project with another organization to satisfy our mutual needs?
  • Are there university programs where students can conduct research for us?

Considering Preliminary Research to Perform

  • What research methods can we use to reach out to customers on a manageable scale to gain their perspectives?
  • How could asking questions informally help identify potential new questions, important attributes, or other insights to shape planning market research we will conduct?

That’s a Start!

There are more questions you can ask, but even these will make sure you get as much value as you can from other sources before you begin planning market research initiatives that require substantial investment. – Mike Brown

 

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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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From a day-to-day perspective in the corporate world, we didn’t necessarily use objective metrics about creative ideas. Too often, it came down to whether an executive liked or didn’t like an idea.

After talking with a friend, I think the percent of time you are told to pull back your creative ideas because they are too big and bold may be a good way to assess how your creativity is faring in an organization. My friend explained that over a period of years, her bosses shot down every dynamic possibility she proposed as a creative marketing idea. The cumulative impact is she no longer offers big creative ideas because there isn’t any point. Her learned reluctance to push bold creative ideas now creeps into other situations where she does have tremendous latitude to introduce bold ideas. As she describes it, this phenomenon frustrates her professionally AND personally. It takes the creative joy out of side projects she does.

An Objective Creativity Metric

You could define a metric on how often you are told to pull back your creative ideas as a ratio:

Number of creative ideas you suggest
Number of times you have to pull back creative ideas because of bigness and boldness

Here are a few observations about the resulting percentage for this Creative Pullback Ratio (or CPR – yes, it HAD to have an acronym!):

If you are told to rein in every creative idea, that’s not a good place. There is a disconnect. It may be time to make sure your bold creative ideas are clearly and understandably rooted in strategy. Alternatively, you may be in a place that is thinking way too small; you should get out as soon as you can.

If no one ever says your ideas are too bold, that is also bad. It means you aren’t challenging anyone’s thinking with your creativity. You are going for safe and easy instead of innovative and disruptive.

Since neither CPR extreme is good, the right frequency for getting told to pull back creative ideas is somewhere between zero and 100%. That’s a huge range. Where the right place is depends on a couple of things:

Could monitoring a CPR benefit your creative ideas?

I pitched this idea to my friend. She said she didn’t think about developing creative ideas like this at all. That’s fair; maybe the CPR is too calculated (pun kind of intended) for people who are pure creatives.

For someone like me who has to use creative thinking structures (especially extreme creativity exercises) to boost creativity, the CPR may make more sense. I’m manufacturing creative ideas, no imagining them from pure inspiration. When you are a creativity manufacturer, having a creativity metric such as the CPR would help me know if I’ve dialed the right creative recipe.

Could thinking about your CPR help your creativity? Or does it just seem silly? Mike Brown

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Yesterday, we identified the six types of strategic planning process activities we use to design a client’s strategic thinking workshop. To facilitate you going deeper into thinking about how these activities function within a strategic planning process workshop, here are articles in each of the six areas.

6 Types of Strategic Planning Process Activities

Interacting (Networking, meeting, team building)

Informing (Sharing background data and context)

Investigating (Assembling the facts for strategic planning)

Insighting (Revealing breakthrough opportunities and threats)

Iterating (Structured thinking to expand ideas)

Integrating (Assembling pieces into strategy)

Lots of places to go with all these articles on strategic planning activities that can fit into a workshop within your strategic planning process.

Putting it Together in a Strategic Planning Process

If you have responsibility for leading the strategic planning process in your organization, we recommend bookmarking this strategic planning activities reference and coming back to it when you need to explore the right mix of exercises to engage your planning participants.

Of course, picking the right menu and bringing it to life is our specialty. Get with us at info@brainzooming.com, 816-509-5320, or the contact us page on the website so we can discuss the approach that makes the most sense for your organization. – 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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What types of strategic planning activities are in a strategic thinking workshop?

Readers have been asking this question frequently of late. That this is taking place during a period when many companies are IMPLEMENTING strategies suggests you understand the importance of strategy even beyond initial planning.

As we collaborate with a client to design strategic planning activities for a strategic thinking workshop, we explore various possibilities. The goal is making sure the strategic planning activities we select best match the organization, the objective, and the participants. By adapting the process to the situation, we’re able to help clients develop strong strategies with tremendous time efficiency.

6 Potential Strategic Planning Activities for a Workshop

If you are figuring out strategic planning activities in a strategic thinking workshop, we suggest looking toward six “I” categories as your starting point for the design. These six types of activities include:

Interacting – Meeting, networking and connecting with one another to build or enhance the sense of team among participants.

Informing – Providing background data and context so everyone has the same backdrop for strategic thinking. These activities often happen before a group convenes.

Investigating – Examining a particular situation to ensure the appropriate facts and perspectives are available for strategic thinking.

Insighting –  Identifying breakthrough thinking to open the door to deeply understanding opportunities and threats that strategy needs to address. (And yes, we know Insighting is a made-up word!)

Iterating – Using specific creative and strategic thinking exercises in a sequence to help the group generate many possibilities and ideas.

Integrating – Taking the output from throughout the strategic thinking workshop and putting it into strategic planning outputs. As with Information activities, these often happen outside a group setting.

Selecting the Right Menu of Activities

Selecting the menu of activities for a strategic thinking workshop isn’t haphazard. As we mentioned, the combination of the organization, objectives, and participants leads to the right menu of strategic planning activities. We explore each of these areas upfront to determine what to include.

The next article will take you deeper into each of the six categories with helpful articles to shape a productive strategic gathering.

Have questions about how we apply these activities? Contact us at The Brainzooming Group, and let’s talk about how to create the right menu of activities for your team. – Mike Brown

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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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I long ago learned an important lesson about corporate branding decisions: no matter how many intriguing, mentally-engaging brand strategy conversations you have among senior executives, those conversations NEVER lead to final decisions. No, corporate branding decisions are only resolved when someone needs a new business card, trade show booth, brochure, or website.

When you have to physically display a logo or depict how two brands relate to each other when they are placed together? THAT is when executives finally make corporate branding decisions.

A conversation with an upcoming client brought this lesson to mind. They asked whether they should include the organization’s logo in the official email signature.

Addressing that question led to an extended conversation about reasons why they should or should not include the logo. During the conversation, we also tackled what the organization’s multi-part name is supposed to mean (because no one seems to know) and why its logo looks like something it isn’t. We also touched on whether one of their product names actually has much greater brand equity than the overall organization (which changed its name to an acronym several years ago).

See what I mean?

A question about the email signature quickly got us (well, at least me), questioning their whole naming and identity strategy.

If you’re struggling with corporate branding decisions no one is moving forward to resolve, maybe it’s time to design new business cards. Getting physical like that will prompt the decisions you need to make to clarify your brand strategy and move into action.  – Mike Brown

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Mike Brown

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Talking with a client team about facilitating its strategic planning process, we discussed why completed strategic plans sit on shelves.

There are multiple reasons for this unfortunate situation.

I think an important reason is when a strategic planning process focuses on the wrong issues. It happens so often: people launch into strategic planning and begin to talk and think differently than during daily business activities. They also assume the things they work on every day must not be part of the strategic planning process.

Put all those things together, and if left unchecked, you wind up with a strategic plan disconnected from the organization’s daily activities and reading like a document foreign to the organization.

A Strategic Planning Process Focused on the Wrong Issues

I shared a story from my corporate days to demonstrate how easily strategic planning gets disconnected from what matters.

We spent 3/4 of a day working on the strategic plan for a cross-border transportation service. We were going through all the typical strategic planning exercises. We worked with the brand manager to complete and review a SWOT analysis, identified (and prioritized) important opportunities, and spelled out tactics to implement the opportunities.

Late in the afternoon, the brand manager said the service was in violation of certain governmental regulations. The remedy to address the violation was not immediately clear. If the brand team could not figure out what to do quickly, the government was threatening to shut down the service within a few weeks.

I about fell to the ground.

Heck, maybe I did fall to the ground. There would be precedent for it.

I asked what would have made the team think we should spend most of the day working on next year’s planning when the biggest issue facing the service RIGHT NOW could halt the revenue stream within a month.

The problem?

The brand manager interpreted “strategic” as “long-term.” The catastrophe that could shut down the service was not long-term. Since it was immediate, he didn’t think the impending shut down was relevant for strategic planning.

Uh, WRONG!

Ever since then, we employ a series of questions to ferret out incredibly strategic make-or-break issues a client does not, for some reason, think are strategic.

Are you planning for your biggest day-to-day issues?

If your organization’s plans sit on the shelf, contact us, and let’s talk about how we attack that issue from multiple fronts so strategic planning creates strategic impact and results for you! – 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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We have released a host of eBooks on strategic planning exercises and ideas to increase collaboration, creative thinking, alignment, and successful implementation. In case you missed any Brainzooming strategy planning eBooks, here are seven to jump start your strategic planning exercises and better engage your team in shaping your organization’s direction.

You can download your copies by clicking on the titles or the covers of the eBooks below.

Results – Creating Strategic Impact (Download)

The Results eBook makes our case for collaborative strategy planning among your organization’s employees (and even, in many cases, your customers). That doesn’t mean you turn over strategy setting. It does mean that you ask all your important audiences for their perspectives to meaningfully shape the strategy you determine.

The 600 Most Powerful Strategic Planning Questions (Download)

This is our biggest collection ever of strategic thinking questions to move strategy planning ahead in finding the best strategic direction. The questions also address branding, marketing, innovation, creativity, and implementation.

Reimagining the SWOT Analysis (Download)

The SWOT analysis is the workhorse of strategic planning exercises. That creates two options: always use it as originally designed while it calcifies, or shake it up and realize new value from adapting the SWOT analysis in a way that best suits your organization.

Big Strategy Statements – A Collaborative Way to Shape Your Strategic Direction (Download)

If your organization has a big strategy statement (vision, mission, etc.), but didn’t involve your employees in helping to shape it, you have missed a HUGE opportunity. These strategic planning exercises provide a way to engage employees in the direction you will depend on them to create.

11 Fun Ideas for Strategic Planning (Download)

If you are in charge of strategic planning exercises in your organization, you can take the same old approaches and perpetuate miserably boring and mind-numbing strategy planning meetings. Alternatively, you can use the fun ideas in this eBook to create an engaging strategy planning experience that motivates great thinking and creates strategy fans!

10 Questions for Successfully Launching New Programs (Download)

As you assemble a team for implementation, you want to start down the right path. The strategic thinking questions here provide teams a way to shape implementation through focus and inclusiveness.

321 GO! 5 Ways to Start Implementing Faster and Better (Download)

Not all implementation teams step up to the opportunity to move ahead. These five situations and corresponding remedies help senior leaders and initiative point people move teams forward if they hesitate.

4 Strategies for Implementing in Uncertain Times (Download)

Things are crazy right now. There is a lot of uncertainty globally, and has a way of paralyzing organizations. Even if your implementation path is not completely clear, these four strategies will help you move forward in a smart way.  – 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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