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Some organizations do an incredible job of managing intellectual capital and brand messages. These organizations routinely manage messaging, delivery, and cataloging for a sales and executive presentation so there’s a thorough trail of the consistent market messages the brand displays across audiences.

Then there’s every other organization, which likely represents most organizations.

In these, some PowerPoints might be reused convenience’s sake. Too often, however, an executive presentation is a one-off. An assistant may have helped, or maybe the executive threw the presentation together on the way to a customer or industry presentation.

Content Marketing Efficiency

No matter the circumstances of a one-off PowerPoint, don’t squander the opportunity an executive presentation holds for tremendous content marketing possibilities.

Repurposed appropriately, a content creator can share them more broadly to extend the reach AND save salesperson and senior executive time generating additional new content.

Leftover-Powerpoint

14 Ideas to Repurpose an Executive Presentation

If you are managing content marketing for your brand, consider these possibilities to repurpose presentations senior executives and salespeople deliver:

  • Carve up PowerPoint presentations and share the parts in multiple ways on Slideshare.
  • Review the PowerPoint notes section for content (maybe across multiple slides) to create a blog post.
  • Determine if there enough factoids in the PowerPoint presentation to create one or more infographics.
  • The PowerPoint could work by itself (or in a more prose-oriented form) as a downloadable asset on your website.
  • Have someone record audio for all or part of the PowerPoint to create a video to share on YouTube.
  • Lists contained in the PowerPoint could be extracted and developed into a LinkedIn blog post.
  • Unique graphics within the PowerPoint can be shareable on Pinterest.
  • Multiple factoids and images might lend themselves to sharing over the course of a few days or a week on Facebook or Google+.
  • Any “word bites” (i.e., short memorable sentences or phrases) throughout the PowerPoint could become tweets.
  • Multiple slides can be used as images to illustrate a blog post that has too many words and not enough graphics.
  • Provide access to salespeople of any video used in the presentation in a format suitable for use in sales presentations.
  • The presentation could easily become the basis for a webinar.
  • Pin infographics within the PowerPoint to a specific Pinterest board and share the board with your audience.
  • Parts of the presentation might lend themselves to developing a survey to learn more about what your audience thinks about the topic.

Talk about repurposed content.

If you can invest a little bit of time upfront, you can pre-plan to turn new presentations into  days, weeks, and even months of content marketing materials for multiple brand channels online and in person. – 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 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 business 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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We published an article on how to engage a team in strategic thinking and creative thinking exercises without having an offsite meeting.

It prompted a question from our buddy, “Jim in Massachusetts.” Jim asked about handling people not interested in participating. Specifically, Jim asked, “What do you do about the ‘overly serious’ people who don’t get the exercises, never read, ‘Whack on the Side of the Head’ or its sister book, and try to turn these meetings into useless frustration exercises by bitching about the work they are not getting done??”

I address this question all the time in creating strategic impact workshops, but was surprised nothing on Brainzooming covered this.

The point of the “strategic thinking without having an offsite meeting” list was you can engage a team in creative thinking exercises without telegraphing what they are doing.

Small-Group

When Multiple People Aren’t into Creative Thinking Exercises

Suppose multiple people on a team don’t want to engage in creative thinking exercises or anything resembling creative thinking.

  • Typically we try to head this off before things begin by working with the client to plan who will be participating.
  • If several people MUST be there who are reluctant but not obnoxious about not wanting to participate, we spread them out with people who are engaged. We then see if we can win them over to participating.
  • If a few people are ruining things for others and for what we’re trying to accomplish, we might put them all together in a group and let them beat up on one another for the rest of the time. While other participants get to switch groups, they’ll all stay together. If ANYTHING productive comes from them, it’s a pleasant surprise.

 

When One Person Isn’t into Creative Thinking Exercises

With just one person in a group not into creative thinking, our approach is different.

  • If a boss or authority figure is taking energy from creative thinking activities, we pair them with someone that can over-enthuse the group to offset the authority figure. They generally stay together and won’t move to other groups. This minimizes the damage the authority figure might inflict on the group.
  • If we have a good relationship with the authority figure, we might ask them to step aside and only observe. In one case, given a team’s concerns (even through their boss was NOT dampening anything), the client left the room so the team could work on people issues inside the organization unencumbered.
  • If someone other than the boss is overtly antagonistic to strategic thinking exercises and activities, we simply suggest they use the remaining time on their own. This first happened when a curmudgeony director at our company walked in late to a strategy planning activity. He took one look at the toys and noisy people having fun working on new ideas, and told me, “I have real work to do.” I told him we’d all be better off if he concentrated on his real work. That was the end of that.

 

That’s Our Experience

Again, the best way to deal with these situations is heading them off before the group convenes. If not, you may have to improvise. If this situation happens in the future, however, who knows what other solutions the specific setting may inspire! – Mike Brown

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Sure, you may not know what you don’t know.

You may even think you can’t discover what you don’t know that you don’t know.

But that’s bunk.

9 Ways to Discover What You Don’t Know that You Don’t Know

How-empty

Try these nine ways to discover the blind spots in your knowledge:

  1. Have diverse people around you with lots of interests that don’t match yours.
  2. Listen to what other people are talking about and saying about new things.
  3. Ask great questions of others.
  4. Take every opportunity you can to observe your situation from new perspectives.
  5. Know who you can count on to challenge your thinking.
  6. Surround yourself with people who will talk to you honestly, even when that’s difficult.
  7. Let others share what they know that you don’t know as anonymously or as visibly as they would like.
  8. Always keep the knowledge that you don’t know everything you need to know front and center in your mind.
  9. If you don’t find out at least one new thing you didn’t know that you didn’t know daily, you aren’t trying hard enough . . . so try harder!

Now you know. – Mike Brown

 

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Download the free ebook, “Taking the NO Out of InNOvation” to help you generate fantastic creative thinking and ideas! For an organizational innovation success boost, contact The Brainzooming Group to help your team be more successful by rapidly expanding strategic options and creating innovative plans to efficiently implement. Email us at info@brainzooming.com or call us at 816-509-5320816-509-5320 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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The April 2015 Fast Company features its list of the biggest business comeback stories during the twenty years the magazine has been publishing.

Each business comeback story is presented individually (expect for Apple, which they say is number one, but never bother to list or write a full profile about the company). I was curious about what successful business strategy moves Fast Company highlighted across the twenty corporations.

To paraphrase the old saying, “curiosity killed the hour” it took to go through the list and uncover the answer to my question.

What’s Behind a Business Comeback?

Traffic-Circle

Based on this very loose analysis, the top five most frequent successful business strategy moves for these business comeback stories are:

  1. New Products: 14 (of 20 comebacks)
  2. New Leaders: 10
  3. Enhanced Brand Experience: 9
  4. New Business Lines: 6
  5. (Tie) Enhanced Advertising/Marketing and Bankruptcy: 5 each

New product growth and turnaround leaders were the most cited factors while only four profiles mentioned major cost cutting efforts, and three highlighted downsizing. Given the magazine’s focus, this list is not a big surprise.

Under different circumstances, it would be intriguing to big deeper into the list and look for more patterns. Since the list is subjective, the very brief profiles are nowhere near comprehensive, and there is a lot of my interpretation in this, however, it is not worth any more time killing.

If you would like to review the analysis with my notes on the comeback proof points Fast Company offers and my “short story” on each comeback, click the image below and go to the PDF.

FC-Comebacks

What are your takeaways from this list of business comebacks? And are there other ones from the past twenty years you would add to the list? – Mike Brown

 

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Looking for stronger new product innovations to drive your business comeback?

Brainzooming Outside-In Innovation Strategic Thinking Tools eBookBusiness comebacks often tie to introducing new products that more strongly resonate with customers.

Are you prepared to take better advantage of your brand’s customer and market insights to generate innovative product ideas? The right combination of outside perspectives and productive strategic thinking exercises enable your brand to ideate, prioritize, and develop the innovative growth ideas to spur a business comeback. Download this free, concise ebook to:

  • Identify your organization’s innovation profile
  • Rapidly deploy effective strategic thinking exercises to spur innovation
  • Incorporate market-based perspectives into your innovation strategy in successful ways

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

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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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Yesterday’s Brainzooming article shared ways to increase the strategic thinking in your organization without holding an offsite meeting.

Here’s another way to improve daily strategic thinking. It builds on one idea in yesterday’s post (“Develop a working command of ten to fifteen strategic thinking questions that fit many of the business and organizational situations you encounter”).

This approach leads to developing a list of targeted questions specific to your business situation. You can complete it in a week, but we recommend spreading it over several weeks or during a typical month of activity.

4 Steps to Customizing Your Strategic Thinking Questions

Creative-Thinking-Question

Step 1. Anticipate

Before the week or month you have selected, list typical business issues and conversations you have with your team and other groups you work with regularly.

Step 2. Categorize

Group the issues and conversations into general categories. Possible examples include:

  • Understanding things (analysis, evaluation)
  • Developing things (innovation, creativity)
  • Building things (operations, manufacturing, efficiency and process improvements)
  • Growing things (creating more sales, implementing more initiatives)
  • Fixing things (diagnosis, correction)
  • Forecasting things (projections, estimates)

Step 3. Track

With the list in Step 2 complete, use it during your selected timeframe to keep track of how many issues and conversations pertain to each category. If you need to add other categories, add them.

Step 4. Compile

After you’re done monitoring your conversations and activities, see where your focus is. Work on developing a custom list of ready-to-use questions in each area. You can mine our extensive lists of strategic thinking questions for ones to use. Here are links to some of our most popular lists:

This focused approach will pay dividends with your ability to develop a solid command of strategic thinking questions for daily use to boost strategic thinking in your team, yourself, and everyone you work with in the organization.  – Mike Brown

 

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Download the free ebook, “Taking the NO Out of InNOvation” to help you generate fantastic creative thinking and ideas! For an organizational innovation success boost, contact The Brainzooming Group to help your team be more successful by rapidly expanding strategic options and creating innovative plans to efficiently implement. Email us at info@brainzooming.com or call us at 816-509-5320816-509-5320 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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“Do you have to have an offsite meeting for your team to do strategic thinking?”

A creating strategic impact workshop attendee asked this question.

My unequivocal answer was, “No.”

We teach examples of strategic thinking exercises in a structured way. Workshop attendees also practice using them in workshop settings resembling an offsite meeting environment.

Despite teaching our strategic thinking exercises in a workshop environment, you can use most of them in multiple ways and settings. This flexibility makes it practical to incorporate strategic thinking exercises throughout the business day on a daily basis.

Table-Legos

11 Examples of Strategic Thinking without an Offsite Meeting

These are all ways to introduce strategic discussions within the workday without ever changing your location:

  1. Use the granddaddy of all strategic thinking questions EVERY time it’s appropriate: What are we trying to achieve?
  2. Go out of your way to connect initiatives and activities to the organization’s strategic direction.
  3. Develop a working command of ten to fifteen strategic thinking questions that fit many of the business and organizational situations you encounter.
  4. Have a go-to technique that works in small meetings to increase the number and range of ideas a group is considering.
  5. Identify several analogous situations with similar characteristics to your organization, its markets, its customers, and the competitive set.
  6. Don’t fool yourself into thinking only long-term situations are strategic and miss strategic implications in near-term issues affecting important aspects of your organization.
  7. Create and continually grow the list of strategic thinkers you can involve in the initiatives in which you participate or lead.
  8. Be able to use a four-box grid or some other approach to plot ideas relative to one another and prioritize the best ones to pursue.
  9. Continually work on developing and enhancing your political capital to gain comfort challenging thinking and actions that are off strategy.
  10. Keep up to date on the edges of your industry and other areas related to your organization because the edges are where change happens.
  11. Work on your ability to anticipate what might happen in your organization and industry based on other events taking place.

Doing Strategic Thinking Daily

Do you have to be strong at all these suggestions? If you want to go to the head of the “being able to address strategy at a moment’s notice” class, yes, you do.

If you simply want to push your organization to develop smarter strategies, being able to use even a couple of these examples of strategic thinking will have a noticeable performance impact to improve results. – 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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With more messages coming at audiences through more channels, solid branding strategy has to focus on “cutting through the clutter.”

For those unfamiliar with this phrase, cutting through the clutter means getting attention for your messages relative to all the other messages “cluttering” you target audience’s attention.

Last week, Sprint tried cutting through the clutter with me (although they had already done it in an odd and annoying way with the Narwhals ad and the previous Framily ads).

The most recent attempt to cut through the clutter came via a FedEx envelope arriving in the late afternoon. It contained a letter from the Senior Vice President of Marketing at Sprint and a flier comparing Sprint to T-Mobile on price and performance. The letter set the stage, acknowledging consumers make mobile provider decisions based on rates and network quality. The brochure put Sprint up against T-Mobile, making the case for why we should switch from T-Mobile.

Sprint-vs-TMobile

As a nearly twenty-year customer of a Sprint competitor, going the extra step to attempt cutting through the clutter by reaching me in a surprising format for the product category makes sense.

Here’s the thing, however.

I’m a Verizon customer. I’ve never used T-Mobile.

Doh!

Cutting through the Clutter Isn’t Everything in the Branding Strategy

Sprint cut through the clutter, got my attention, and then completely screwed up the message by demonstrating it had no clue about me. I immediately transferred the lack of knowledge Sprint has of me as a prospect to how little they would know or care about me as a customer!

After posting this picture on Facebook, I learned a high school classmate who IS A SPRINT CUSTOMER received the very same FedEx letter. Sending a competitor comparison to a current customer takes even more of the cake than sending one to the wrong competitor’s customer.

The lesson?

This seems like an example of incompletely answering our favorite strategic thinking question, “What are we trying to achieve?”

Cutting through the clutter of mobile provider marketing messages is ONE THING Sprint is trying to achieve. Mission accomplished.

But that wasn’t the COMPLETE answer.

Sprint is trying to win business from T-Mobile customers, obviously. If that’s the case, basic strategic thinking should have led the folks behind the campaign to invest the time and effort to:

  1. Get good data to understand who the T-Mobile customers are, and
  2. Devise a messaging strategy that would still make sense if the data were bad.

Great marketing is great from the initial idea all the way through to implementation and follow up.

Bad marketing generally goes south right from the start, especially when no one is asking the right questions AND demanding the right answers that steer it toward greatness. –  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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