http://www.stepchangemarketing.com/
In this Slideshare presentation:
1. Brand Box 4 - What's the big idea? 2. Actions from insights 3. Why Innovation? 4. Innovation context 5. Bill Gates 6. Corporate and Social Responsibility 7. Successful Innovation 8. Purpose of creativity 9. Importance of Innovation 10. Importance of Innovation cont. 11. Innovation driving growth 12. Applied Innovation 13. Limitations of accepting status quo 14. Knowledge vs. Creativity 15. Innovation as a habit 16. 5 roles in ideas development 17. The triangle for successful innovation 18. Sources of inspiration 19. Crowd sourcing 20. Where's your suggestion box? 21. What is crowd sourcing? 22. Consumer generated content 23, Share with the masses 24, Generation C(ash) 25 User generated content radar 26. Case study: Smith's "Do us a flavour" 27. Case study: Goldcorp 28. Case study: Mitsubishi 29. Case study: InnoCentive 30. Case study: Wikipedia 31. Case study: the London bombing 32. Innovation tools 33. Scamper 34. Scamper: An example 35. Scamper: Adapt something to it 36. Scamper: Magnify it 37. Scamper: Modify it 38. Scamper: Put it to some other use 39. Scamper: Eliminate something 40. Scamper: Reverse it 41. Scamper Rearrange it 42. Parameter analysis 43. Sensory overload 44. Future casting ideas generation 45. Process review 46. Using experience to drive innovation 47. Innovation platforms 48. The Phoenix checklist 49. The Phoenix checklist cont. 50. Six thinking hats by Edward de Bono 51. Six thinking hats cont. 52. Evaluation methods 53. Potential impact plotting 54. "Yes" reasons
Jonathan Lee, Managing Director, Brand Strategy, and Ken Allard, Managing Director, Business Strategy at HUGE, gave this presentation at "Ambidexterity 2," the VCU Brandcenter's Executive Education program for account planning on June 24th at the VCU Brandcenter in Richmond, VA.
A Planner's Playbook - Everything I learned about planning at Miami Ad School...Sytse Kooistra
After being in advertising for 4 years, I needed some new guidance and inspiration as a strategist. And that is exactly what I found: I spent the summer of 2013 with 17 other (soon to be) planners from all over the world attending the Account Planning Bootcamp at Miami Ad School New York.
Thanks to the 38 industry heroes and instructors that shared their knowledge and coached us in those 3 months, I learned more than I ever could imagine about planning.
'A Planner's Playbook' is my attempt to summarize all that wisdom in 30 short nuggets (or plays, to stick with the metaphor of a playbook) and share it with you. I left out all the difficult frameworks and models and kept in simple by just stating, in my opinion (and in that of my instructors), what a planner should be and do.
Enjoy reading.
Introduction to Design Thinking:
“Design Thinking” has rapidly moved to the forefront of the current management process as a fresh take not just on how to rethink key products and services, but also how to reframe everyday processes and projects. In an effort to create a cross-company culture of innovation and collaboration, businesses all over the world are taking a page from design firms, and realizing the rewards. Check out what is all about.
www.merixstudio.com
The document discusses how to approach big ideas in today's digital world. It advocates defining the creative brief, big idea, and engagement strategy in a more participatory way that considers how technologies and culture have changed. Specifically, it recommends:
1) Fueling the brief by understanding real problems and how audiences participate rather than just saying things at people.
2) Defining ideas as platforms that live on and are generous, multifaceted, responsive, and propagated rather than just TV campaigns.
3) Awesifying ideas by building ecosystems and engagement strategies tailored to cultural behaviors on channels like social networks, rather than just disrupting them.
4) Using the RISE framework to recruit,
The document discusses employer brand thinking from an agency perspective. It emphasizes that the labor market is highly competitive and HR communication must be a strategic partner, not just tactical. Employer brand thinking involves managing a total employer identity through consistent employer stories and an integrated employer marketing mix across internal and external channels. An employer brand is alive and must be constantly measured and steered to have lasting impact on both current and prospective employees. It requires organization-wide coordination to be effective.
(Last change, July 2: Removed as beyond most teams' scope Eyetracking Study, Clickstream Analysis, Usability Benchmarking; Added Live-Data Prototypes, Demand Validation Test, Wizard of Oz Tests)
For our teams tasked with building products and features for The New York Times, we face a common challenge with many: how do we figure out what’s worth spending our time on?
The answer seems straightforward: test your ideas with real customers, leveraging the expertise of your product, UX, and engineering talent. Figure out the smallest test that you can come up with to test a specific hypothesis, gather data and insights, and keep iterating on it until you know whether the problem is real and your solution will prove valuable, usable, and feasible.
As part of our efforts to adopt such a data-driven, experimental approach to product development, we recently kicked off a product discovery pilot program. Small, cross-functional teams were paired with coaches and facilitators over a six week period to demonstrate how product discovery and Lean Startup techniques could work for real-world customer opportunities at The New York Times.
One of the first things that we learned about the process from our participants was that they wanted a "toolkit" - something to help them figure out what they should be doing, asking or making to get as quickly as possible towards the validated learning, prototypes and user tests that would have the most impact.
To help the facilitate the learning process for our dual-track Agile teams, the Product Architecture team here at The Times (Christine Yom, Jim Lamiell, Josh Turk, Priya Ollapally, and Al Ming) built a "Product Discovery Activity Guide" that rolled up activities, exercises, and testing techniques from all our favorite thought leaders.
This included brainstorming exercises from Gamestorming and Innovation Games, testing techniques from traditional user research, and rapid test-and-learn tactics from Google Ventures, Eric Ries (The Lean Startup), Jeff Gothelf (Lean UX), Steve Blank (Customer Development) and our spirit guide, Marty Cagan (Inspired), among others.
Our goal was to make it a tool not just for learning how to get started, but to be a living document for teams to share knowledge about the process itself. What techniques worked and didn't work? What tactics did they learn elsewhere that might be worth sharing with the rest of the company?
We hope you find it useful, and whether you’d like to share with us what you’re doing with it, or you have suggestions (big or small) to improve it for future product generations, please let us know! (nyt.tech.productarchitecture@nytimes.com)
Al Ming
July 2015
The document summarizes the key concepts from the Lean LaunchPad course, including business models, customer development, and pivoting. It explains that a business model describes all parts of a company necessary to make money. It then discusses customer development as a process involving customer discovery, validation, and creation to iteratively build a business model through pivoting based on customer feedback. The goal is to identify a repeatable and scalable business model in the search for a startup idea.
The document is a presentation on creative planning given by Leon Phang at Miami Ad School. It discusses how creative planning is important to combine creativity and strategy. Phang believes the key is to be both creatively inspiring and relevant/differentiating. The rest of the presentation will cover the "creative domain" and tools for filling it. Strategic planning is important to get the basics right and avoid teams getting lost in the process without proper planning.
A summary of the basic principles of design thinking, human centered innovation and its application to strategy. Created by Natalie Nixon of Figure 8 Thinking.
This document provides guidance on identifying high-quality insights for advertising. It discusses that insights should [1] provide a penetrating observation about real human behavior that can drive growth, [2] compel a change in consumer behavior through an astonishing disclosure about people or the world, and [3] defy convention by articulating what consumers intuitively feel but can't express. The document cautions against insights that [1] describe consumers in overly simplistic or unrealistic ways, [2] state shallow surface-level truths rather than deeper drivers of behavior, or [3] present observations about human nature that aren't unique. Effective insights are presented as felt truths that get to the core of human nature and consumer motivations.
What is needed to build a startup? What are the milestones along the way? And how to do you pull that pitch together to get the venture attention and funding your idea deserves. This Slideshare was given at the Harvard iLab and offered:
-- The holistic checklist to think through your venture in a business like plan
-- What matters to a VC/Investor
-- How to think about your roadmap from startup to public company
This is the presentation that I gave to the Young Planners at Cannes 2014. The data herein is taken from survey distributed through @cheiluk, @yellif and @cr
This document discusses design thinking from the perspectives of a graphic designer, business experts, and business school deans. It describes Bruce Mau's "Massive Change Exhibition" and how it framed design as shaping the world. Business advisor Daniel Pink and author argues design thinking relies on right-brain abilities and will be important in the future. Roger Martin, dean of Rotman School of Management, believes design thinking can provide a competitive advantage and business education should incorporate its principles of abductive reasoning.
Design Thinking: Product Design Roadmap to Organization TransformationCake and Arrow
The document provides an overview of design thinking and how it can be applied to transform organizations, specifically insurance companies. It discusses moving from a policy-centric approach to one focused on customer needs through the design thinking process of empathy, defining problems, ideating solutions, and validating ideas with customers. The document outlines challenges of change but argues design thinking can start small and grow to transform a company's culture by increasing risk appetite, collaboration, and a test-and-learn mindset.
In a time when consumers have been confined to their homes and social contact has been limited, influence has been pulling to the forefront of our increasingly virtual reality. But now that we are beginning the slow transition out of lockdown, how should brands be preparing to future-proof their influence for a post-COVID-19 world?
From Idea to Business with Lean Startup & the Progress Board Strategyzer
This deck shows how you get from idea to business by using the business model canvas and lean startup methodologies. It introduces the Progress Board, a new tool that brings it all together.
The document discusses lean innovation and continuous innovation. It argues that continuous disruption requires continuous innovation, and that continuous innovation requires new management tools like lean innovation management. Lean innovation aims to achieve 10x the number of initiatives in 1/5 the amount of time through techniques like the business model canvas, customer development, and agile engineering. It also discusses the need for ambidextrous organizations that can both execute current business models while pursuing breakthrough innovations. Examples are provided of how lean startup techniques have been applied in practice, including a case study of a Stanford student team that applied customer development to validate and pivot their business model based on customer interviews.
The Design Thinking division at the University of St. Gallen has been successfully helping companies innovate since 2008. They use the human-centered Design Thinking process pioneered by Stanford to understand user needs through prototyping. The iterative process involves defining problems based on research, ideating solutions, prototyping ideas rapidly, and getting user feedback to refine solutions. The division guides students and companies through this process to generate new business opportunities.
http://www.stepchangemarketing.com/
In this Slideshare presentation:
1. The power of branding 2. Contents 3. Spinning test 4. Brands in your world 5. Brand examples 6. Examples 7. Average person 8. Obscurity 9. Brand 10. Whats a brand? 11. A brand is not 12. More than a product 13. Product 14. Brand 15. Brands as a clothes hook 16. Reality 17. Jeremy Bullmore 18. Distrust 19. Why do you need one? 20. Your money 21. Effective positioning 22. Most wanted man? 23. First solo air crossing? 24. First man on the moon? 25. Highest mountain in Australia? 26. Number 2 27. Market leader in a small market 28. Why is branding so hot? 29. Fusing functional and emotional benefits 30. Why bother? 31. If you get it right... 32. How do they work? 33. What's different 34. 1+1=11 35. Brain 36. Influencing consumers 37. Belief 38. Kirin 39. Blank 40. Kirin 41. How to create one 42. Selling appropriately 43. Relevancy and Remarkability 44. Relevancy 45. Regular 46. Remarkable 47. The Beatles 48. Marketing's evolution 49. The golden circle of success 50. What? 51. How? 52. Why? 53. Renew vs. Reinvent 54. Renew 55. Apple example 56. Apple example 57. Coca-cola 58. Open happiness 59. I'm lovin' it 60. Mc Donald's example 61. Mc Donald's example 62. Reinvent 63. fcuk 64. French connection 65. Domino's 66. Pizza turnaround 67. Dove 68. Dove example 69. How do you know which path to take? 70. Renew 71. Increase 72. Shifts 73. Communications 74. Core positioning 75. When to reinvent 76. Relevance 77. Current positioning 78. Untapped market 79. Risk of alienation 80. Overwhelm your position 81. Opportunity for competitors 82. Questions 83. Join us 84. Thank you 85. Appendix 86. Apple data 87. Coca cola data 88. Mc Donald's data 89. fcuk data 90. Domino's data 91. Dove data
Brand Box 5 - How To Say It - The Marketer's Ultimate ToolkitAshton Bishop
http://www.stepchangemarketing.com/
In this Slideshare presentation:
1. Brand Box 5 - How to say it 2. Actions from Insights 3. How to say it 4. Ogilvy on Advertising 5. Reason and Emotion 6. Cialdini's tools of influence 7. Advertising 8. Uses of advertising 9. Advertising: Broad definitions 10. The advertising cycle 11. The advertising cycle cont... 12. Neuromarketing 13. The typical major league baseball pitch 14. Decision making 15. Major league baseball pitch cont... 16. The new model for decision making 17. Why do we need somatic markers 18. When is one faculty used over the other 19. How does this sell things 20. Classic media theory 21. Neuromedia theory 22. Example: Share of mind case study 23. A couple of examples 24. A couple of examples cont... 25. Direct response 26. Styles of direct response marketing 27. Direct Response 28. Direct Response Implementation 29. The BOSCH Formula 30. The 5 step (POWER) copywriting process 31. Single Mindedness 32. Defining great communication 33. Essence of Communication 34. Ideas vs. Information 35. What makes a great idea 36. Example: Papa John's pizza 37. Example: Copenhagen Zoo 38. Example: Belgium Cancer foundation 39. Example: Australian Red Cross 40. Example: BBC World 41. Example: Seeing eye dogs Australia 42. Example: Global Coalition for Peace 43. Example: Panasonic 44. Example: Summerville 45. Example: Karate Bushido 46. Example: Heinz 47. Example: Jobs in town 48. Example: Colgate 49: Example: Yoga center 50. Keeping it simple 51. Assessing Ads 52. Assessing communication 53. AIDA(S) 54. Tools for driving great advertising 55. The 3 part brief 56. The 9 questions 57. Testimonials 58. Power of testimonials 59.
Brand Box 3 - Know Your Consumers - The Marketer's Ultimate ToolkitAshton Bishop
http://www.stepchangemarketing.com/
In this Slideshare presentation:
1. Brand Box 3 - Know your consumers 2. Actions from insights 3. Know your consumers 4. Apple - Think different 5. Insights 6. Insight vs. Information 7. Insight gleaned 8. Why are insights important 9. The Pareto principle 10. Finding the outstanding results 11. The Standford prison system experiment 12. The Standford prison system experiment cont... 13. RTA "Pinky" Campaign 14. RTA "Pinky" Campaign cont... 15. Consumer Segmentation: Useful tools 16. Maslow's heirarchy of needs 17. 7 Levels of organisational consciousness 18. Cone of learning 19. Why target a consumer segment 20. Targeting and spillage 21. Key benefits of market segmentation 22. Market segmentation 23. Loyalty segmentation 24. Loyalty and relationship index 25. Generations through the ages 26. Baby boomers 27. Generation X 28. Generation Y 29. Generation Net 30. Generation C 31. Consumer 2.0 32. Customisation 33. The long tail 34. Segmentation methods 35. Who are we creating value for? 36. Segmentation: How is it done? 37. Segment examples 38. Adoption of innovation model 39. Common segmentation methodologies & models 40. Mosaic segmentation 41. geoTribes 42. Nielsen: Panorama 43. Roy Morgan segments: ASTEROID 44. Customer conversion 45. Marketing funnel 46. Purchase path 47. Conversion strategy 48. Case study: Joe Girard 49. Joe Girard cont... 50. Research: Angles and Issues 51. Bill Bernbach 52. Henry Ford 53. trendwatching.com 54. Roles of research 55. Research and ethnography 56. Different segmentation for different purposes 57. Decision making 58. Research strategies 59. Research can confuse you! 60. Case study: Coca-Cola 61. The tipping point 62. The tipping point cont... 63. The tipping point cont... 64. Pricing 65. Pricing strategies 66. Progression of commoditisation 67. Elements of pricing 68. Pricing elements 69. Pricing elements cont... 70. The strategy and tactics of pricing 71. Reference price 72. Reference price cont.. 73. Adapting to a changing environment 74. Price metrics 75. Marketing success through differentiation 76. Pricing mechanisms 77. Insight and segmentation tools 78. The "Big Questions" for stimulation 79. 24 Secondary questions 80. The top 4 81. Interrogate your consumer 82. Customer profile page 83. Benefits vs. problems 84. Benefits vs. problems cont... 85. Picture profiles 86. Pen portraits of target markets 87. Mind snapshot 88. Insight windows 89. Insight links 90. Customer journey audit 91. Experience engineering 92. Value your existing customers
Brand Box 6 - When And Where To Say It. The Marketer's Ultimate ToolkitAshton Bishop
http://www.stepchangemarketing.com/
In this Slideshare presentation:
1. Brand Box 6 - When and where to say it 2. Actions from Insights 3. Media has changed 4. Andy Tarshis - A.C. Nielsen Company 5. M. Lawrence Light - McDonald's Chief Marketing Officer 6. Buying the cheapest 7. Traditional vs. Online Advertising 8. Media context 9. The media plan 10. Tarps 11. Tarp vs. Reach 12. Krugman's three hit theory 13. Effective frequency factors 14. Media fragmentation - More advertisers across more mediums 15. The communication attrition rate 16. Media fragmentation (2005) 17. PR - Should always come before paid media 18. PR Considerations 19. Using PR to support the sales tunnel 20. Characteristics of specific media 21. Characteristics 22. Market Share 23. Free to air TV 24. Pay TV 25. Radio 26. Magazine 27. Newspapers 28. Sunday Supplement 29. Outdoors 30. Experiential 31. The experiential conversation 32. Direct 33. Email vs. Snail mail 34. Email marketing or eDM 35. Electronic direct marketing 36. Which email tested better 37. Successful responses 38. Mobile phone 39. Mobile users 40. Mobile interaction platforms 41. Branded funded mobile interaction 42. The rise of "The App"43. Internet 44. To web or not to web 45. 8 Ways to drive your E-Commerce sales 46. Internet glossary 47. Demystifying internet advertising 48. Cookies and DRM 49. Peer to peer, Prosumer and RSS 50. Generation Net, API and Affiliates 51. Wikinomics and Word of Mouse 52. Ideagoras, OpenSocial and Avatar 53. Video Sites 54. Personalised URLs 55. SEO 56. Search 4.0 57. Search value pyramid 58. Search engine optimisation 59. SEO Weighting of factors 60. SEO and site features 61. Link relationships 62. Blogs 63. Technology and Retail 64. Gaming and Cuisine 65. Art and Design 66. Auto and Environmental 67. Travel and Specialist 68. Social Media 69. World map of social networks 70. Top 65 social networking sites 71. Social networking 72. Social media strategy 73. Social media petal 74. Your business in media 75. Social Technographics ladder 76. Social media mistakes 77. Burger King: Whopper sacrifice 78. Living and dying by Twitter: Bruno launch 79. Living and dying by Twitter: Inglorious Bastards 80. Social media engagement KPI's 81. Media tools 82. The media interrogation 83. The media money box 84. Media insight 85. Day in the life oF (DILO) 86. Opportunities calendar 87. Reach and depth of media: Transit 88. Reach and depth of media: Entertainment 89. Reach and depth of media: Social 90. Reach and depth of media: One2One and Pop 91. x4 Step channel planning 92. Channel planning x4 Step Filtering 93. Channel planning cont... 94. Channel planning cont... 95. Tactics turntable 96.
4 Customer Success Data Hacks to Identify your Ideal Customer ProfileGainsight
This slide deck - from a presentation given by Customer Success Evangelist at Gainsight, Lincoln Murphy - focuses on what goes into creating an Ideal Customer Profile and how to use existing Customer Success Data to surface customers most likely to be successful, acquired profitably, with expansion potential, or those most likely to be an advocate for you.
The most successful Enterprise SaaS or subscription companies - in fact, any company that values a long-term and expanding relationship with their customers - know that growing revenue only through new customer acquisition is the less efficient way to scale. Rather, they understand that growing revenue within your existing customer base - through up-sells, cross-sells, and expanded use - is the most profitable way to scale.
In fact, Enterprise SaaS companies that grow revenue - and company valuation - by expanding revenue within their existing customer base also know the key to making this work is to focus on - and operationalize - Customer Success.
Wellness and social media - A look at Inova's FitFor50 program@chrisboyer LLC
A copy of the presentation that I gave this morning for the NESCHO/MHA conference in Boston. In this presentation, I outlined the need for wellness marketing in hospitals, how social media works well for wellness communications and then I highlighted Inova Health System's (www.inova.org) FitFor50 program (which you can find at www.fitfor50.org).
Brand Box 1 - Know Your Business - The Marketer's Ultimate ToolkitAshton Bishop
http://www.stepchangemarketing.com/
In this Slideshare presentation:
1. Brand Box 1 - Know Your Business 2. Credits 3. Contents 4. Introduction 5. Introduction 6. The Authors 7. Who do they work for? 8. How To 9. User's Guide 10. Actions from insights 11. An apology 12. Getting started 13. Familiarity exercises 14. Flip flop 15. Raw creativity 16. Infinity stairs 17. Necker cube 18. Are you sure of what you see? 19. Are you sure cont... 20. Are you sure cont... 21. Actions from insights 22. Let's get started 23. A bit about brands 24. What is a brand 25. A brand is more than just the product 26. Apple 27. Brands are like clothes hooks 28. Why brand building is so important 29. Brand building 30. Why bother? 31. Commitment beyond belief 32. Lovemark theory 33. Why do people need brands 34. 5 Ways brands can influence consumers 35. Identical products seeming different 36. Positive expectations 37. Inspire loyalty 38. Influence the price 39. The bad news 40. What are some brands in your world 40. So how do I build a brand? 41. Brand Roles 42. Roles cont... 43. Roles cont... 44.Glossary of terms 45. Brand Experience 46. What does brand experience mean 47. Functional benefits 48. Emotional benefits 49. Experience: Functional and emotional 50. Positioning and value propositions 51. Welcome to jargon land! 52. Features, value propositions and positioning 53. Features, benefits and Implications 54. How do you provide value 55. Value proposition 56. What do you do with value propositions 57. Example: Impulse 58. Example: Jaguar 59. Positioning: The battle for your mind 60. Brand Identity and positioning 61. The battle for the mind 62. Effective positioning 63. Positioning principles 64. Positioning: USP and ESP 65. USP: What is it? 66. ESP: What is it? 67. Example: Kleenex 68. Positioning: How is it done? 69. Developing a brand position 70. Positioning principles 71. Positioning: Work over time 72. BMW Case study 73. BMW The ultimate driving machine 74. Be relevant 75. Challenger brands 76. Positioning as a challenger brand 77. Positioning as a challenger brand 78. Positioning traps 79. Positioning pitfalls 80. Repositioning 81. Minds are hard to change 82. Brand Archetypes 83. Brand Archetypes 84. Brand Archetypes 85. The 12 archetypes 86. The 12 cont... 87. The 12 cont... 88. Brand Archetypes 89. Brand Archetypes 90. 3-Step tool to finding your archetype 91. 3- Step tool cont... 92. An archetype example 93. Additional archetypes 94. Additional archetypes 95. What do I do with my archetype 96. Naming brands 97. Names names names 98. The power of the name 99. The ear and the eye 100. How the ear failed 101. So how do you choose a good name 102. Give a dog a good name 103. Brand protection and strength 104. Protecting your value 105. Real brand value 106. Brand strength 107. Value to customers 108. Short term benefit and long term risk 109. Brand extensions 110. How strong is my brand 111. Leveraging your brand 112. Types of extensions ...
This document discusses the importance of effectively communicating innovation ideas, especially "everyday innovation" ideas generated by employees. It argues that many innovative ideas fail because they are poorly communicated, not because they lack merit. It recommends that organizations develop a communication framework to help employees of all levels clearly present their innovative ideas. This can help level the playing field so the best ideas, regardless of who proposes them, have an opportunity to be heard and adopted based on their own merits. Developing employees' communication skills and ensuring a process for sharing ideas can significantly benefit an organization by capturing the potential of innovation from all levels.
As I have recently included some new content in my presentations and sessions, I would like to share these insights with you in the form of an updated presentation deck. Here, I focus on the the following views and messages:
- A general state of innovation and what you need to know about it these days
- What open innovation is and how it is relevant in the context of big companies and SME´s and startups
- What it takes to be successful with innovation today as an individual and as a team
When I give talks and sessions, I draw upon a comprehensive set of content which you can look further at www.innovationupgrade.com.
We are proud to announce our fifth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to nearly 5,000 innovation-related articles.
Riding on the Currents of Innovation to Supercharge Employee RelationsJoris Claeys
Organizations don't innovate! People do!
Breaking down silos – making things happen!
Building the NEW! Cultivate change! Do it with PASSION!
Enabling intrapreneurship through innovation champions, change agents and wave makers!
Leaders need to cultivate, hone-in and strategically unleash intrapreneurship across their organization or team.
Key to cultivating intrapreneurship is transparency: foster a healthy environment, where intrapreneurs flourish
Many want what innovation delivers, but aren’t prepared to do what it takes!
Organizations and leadership need to be AGILE – ADAPTIVE – RESPONSIVE
Creating an agile culture fosters forward thinking innovation!
Capacities bring forward your uniqueness, through emphasizing on your strengths and knowing your limitations for ourselves, team, company and ultimately the extended enterprise in which you operate. Resulting in effective collaboration – co-creation – co-design
Adaptive innovation cultures and human innovation capacities encourage ability to spot unique opportunities.
Landscape of the future
Why the career ladder no longer matters!
From hierarchy to lattice!
More companies look at alternative structures & why you should too.
CXO’s should experiment with ‘next stage’ organizations.
TEAL is the new green+blue addressing
all 5P’s of thrivable sustainability
This would be amazing! but we could never do this because …
“People from all ranks sense but hide the real pains, that something is broken in the way we run organizations. We need to create a whole ecosystem of support for organizations going Teal” – Frederic Laloux
“The ground beneath us is shifting at an accelerating rate. The implications for strategy are profound!” – John Hagel
“The truly creative changes and the big shifts occur right at the edge of chaos. Creativity is not an option, it’s an absolute necessity!” – Sir Ken Robinson
It’s imperative to bring creativity to learning!
Enabling us to be innovative!
Without change of mindset
real magic cannot be expected!
think, lead & act without the box
amaze – attract – advance
Speaking engagement at
PMAP Regional Conference 201508 – People Management Association of the Philippines
For speaking and coaching engagements, contact me via ExpertFile or LinkedIn
www.expertfile.com/experts/joris.claeys
www.linkedin.com/in/knowledgenabler
You can request this presentation in PDF or PPT with full animation email at
Joris.Claeys@outlook.com
Culture in silicon valley hf 12_november2012Alena Kalibaba
Gigi Wang is a Taiwanese-American entrepreneur and managing partner of MG-Team LLC. She discussed key factors that contribute to Silicon Valley's culture of innovation and entrepreneurship, including trust, risk-taking, collaboration, integrity, accessibility, and constructive feedback. She emphasized developing the right innovative culture through openness, empowerment, and sharing wealth. Innovation requires understanding customer needs, conceptualizing ideas, collecting feedback, and iterating. Leaders should promote innovation through processes and championing new ideas.
The document discusses different aspects of innovation including defining innovation, levels of innovation, ingredients for innovation success, and stages of an innovation ladder. It notes that there is no single recipe for innovation success as every company has different characteristics. Innovation can involve developing new products, services, business models, or technologies. Success depends on factors like people, strategy, and processes within an organization. Companies can be at different rungs of an innovation ladder from simply recognizing the need to innovate to having continuous innovation processes.
IA Innovatiemanagement II. Voka Kempen. Sessie 1. Pieter Sprangers Américo Ma...Ikinnoveer
This document provides an overview of innovation concepts and frameworks. It discusses definitions of innovation, types of innovation, and conditions that support innovation. Key frameworks covered include open innovation, design thinking, co-creation, social innovation, management 3.0, and knowledge workers as drivers of innovation. The document also outlines pitfalls to avoid in innovation and compares approaches between start-ups and SMEs. Authors that are referenced in relation to different innovation topics are listed at the end.
We are proud to announce our third Innovation Excellence Weekly for Issuu. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to nearly 5,000 innovation-related articles.
This document provides an overview of creative problem solving. It discusses defining creativity and innovation, overcoming common misconceptions about creativity, managing creativity and time constraints, developing rough ideas, strengthening problem solving skills, and promoting creativity in the workplace. Key points include that both creativity and innovation are necessary for business success, creativity involves generating new ideas with value while innovation creates practical applications, and that failure is an important part of the creative problem solving process.
This document provides an overview of creative problem solving. It discusses defining creativity and innovation, overcoming common misconceptions about creativity, managing creativity within time constraints, and examples of companies that foster innovation like 3M. It also covers developing rough ideas, presenting ideas, dealing with political obstacles, strengthening problem solving skills, and promoting creativity in the workplace through recognition, compensation, and humor. The document uses examples, questions, and graphics to explore various aspects of creative problem solving.
- The document proposes creating an educational incubator to mentor entrepreneurs and support the creation of profitable companies addressing existential risks, impact investments, medical advancements, and other high-impact goals.
- It highlights challenges with short-term priorities in research and venture capital that discourage work on long-term problems.
- The author argues this incubator could help translate ideas into viable businesses, spread memes more effectively, and find new economic models to promote ambitious solutions.
The document discusses different approaches to creativity, including imagination, improvement, investment, and incubation. It explains that each approach has different characteristics in terms of the speed and magnitude of ideas. The document also discusses conceptual blocks that can inhibit creative problem solving and provides techniques for overcoming these blocks to enhance creativity.
The document discusses how companies can become competitively unpredictable through open innovation and business model innovation. It emphasizes the importance of developing the right mindset and framework to embrace external contributions, including through the use of partnerships, communities, and social media. Companies are encouraged to experiment with new approaches to change how they innovate and develop innovative capabilities.
Innovation isn’t the job of R&D or Marketing anymore. Innovation is everyone’s job – but most aren’t trained/experienced in innovation.
Whether you start at "small i" innovation or "BIG I" Innovation - can you really afford NOT to improve your innovation capabilities?
SA Innovation Summit 2013: Open Innovation - New Opportunities, New ChallengesStefan Lindegaard
This document discusses open innovation and creating an innovation culture within organizations. It emphasizes that open innovation is key to becoming competitively unpredictable in today's business environment. The document provides examples of open innovation practices from various companies and discusses some of the challenges of changing an organization's culture to embrace open innovation and experimentation. It stresses that developing the right skills and mindsets among employees is important for fostering a strong innovation culture.
This document contains notes from a presentation on innovation. It discusses working at startups versus large companies, open innovation trends, the skills needed for innovation work, and networking. The presentation advises developing skills in collaboration, communication, and an international mindset to be successful in innovation. It also offers to help connect the audience to innovation opportunities and networks.
Management manual for a start up entrepreneur - managing teams and leading ne...Charles Pozzo di Borgo
It is a SIMPLE Down-to-Earth Working manual for an entrepreneur-to-be – from foundation to expansion (maturity= business as usual)
For different stages: Things and issues to be tackled, agreements, problem identification, critical capabilities needed in different stages, how to secure those capabilities are available, milestones and way of acting with them…
KEEP the main focus on organisational development and management practices (our course topic)
My own version of BRL (Business Readiness Level –”thermometer”)
Like a good manual – it has a structure and content pages that lead quickly to the right topic area when your customer ”holder of the manual” has a problem in their hands
The document discusses innovation and creativity. It defines innovation as taking new ideas to customers by converting new knowledge into new products and services. It also lists some characteristics of creative individuals and organizational hurdles to creativity. Some principles of innovation discussed include giving ideas a hearing, involving originators in developing their ideas, and addressing both technical and marketing issues. The innovation process is depicted as a series of funnels where many ideas are narrowed down to few innovations.
Similar to Brand Box 4 - What's The Big Idea? The Marketer's Ultimate Toolkit (20)
The document discusses predatory marketing strategies. It suggests targeting a competitor's greatest strength by striking at the weakness that arises from that strength. This achieves the greatest impact and makes a response difficult. An example is provided of repositioning a competitor's product from nutrition to high sugar to weaken their messaging. Traditional marketing is contrasted, and materials are offered to learn more about predatory techniques.
23 of the world's most effective Positioning TerritoriesAshton Bishop
A brand's role is to own a position in their customers' minds. The way to find the 'position' that's right for you is to consider the dominant positioning territories. Step Change Marketing has compiled 23 of the world's best and most effective. Which one's right for you and your brand?
Naming and Positioning - The Founder InstituteAshton Bishop
Covering some basics of
- Get your name right
- Start asking, "who's got your money" and then figure out what you need to do to get it back
- Be predatory with your message
The secret to marketing that most people miss explained on a single page -The...Ashton Bishop
This document discusses the importance of marketing being linked to sales. It introduces the concept of a "Change Chain" to help persuade people to buy. A Change Chain needs to address the desire (emotional) and permission (rational) factors for a buying decision. It should shift what people think, feel and do by presenting the driver (benefit), point of difference (vs competitors), and urgency (why now). Developing a strong Change Chain with these three links can effectively move people from their current position to the desired position of buying a product or service.
Cialdini's powers of influence are more critical than ever as we more from the information age to the influence age. Unless you understand how to get your messages, be they face2face or social media, to cut-through and persuade then you're nowhere. This presentation offers the short-cuts to success with some visual examples to keep these proven classics topical and interesting.
The author argues that the primary purpose of advertising has been obscured and that its fundamental goal is selling (the "S word"). While many in the industry prefer vague terms like "brand building", the author advocates for a simple, three-question framework to clarify advertising strategies and make the decision making process more disciplined and transparent. Applying this framework to Coke and Pepsi's strategies over decades illustrates how clarity of purpose can improve advertising effectiveness at communicating the value proposition to consumers.
This document provides 23 techniques for generating creative ideas, organized by category. Some techniques discussed include using images without words to convey meaning, metaphors and analogies to represent brands or benefits, juxtapositions to dramatize products, exaggerations to emphasize benefits, doing the opposite of expectations to create interest, omissions and suggestions to let viewers connect the dots, and changing perspectives. Other techniques involve endorsements, literal interpretations, altering physical attributes, self-deprecation, competitive comparisons, hypothetical scenarios, dramatizing processes, interactive elements, wordplay, and focusing on keywords. The document aims to spark new ideas by exploring different creative approaches.
http://www.stepchangemarketing.com/
In this Slideshare presentation:
1. Competitive environment 2. Agenda 3. Spinning test 4. Competitor checklist 5. Your market 6. Narrow or wide definition 7. Defines competitors 8. Defines customers 9. Determining your position 10. Determining your strategy for growth 11. Your market 12. Most wanted man in the world? 13. First solo trans pacific crossing? 14. First man on the moon? 15. Highest mountain in Australia 16. Who remembers...? 17. Be a market leader in a small market 18. Some tools 19. SWOT Analysis 20. Strengths 21. Weaknesses 22. Opportunities 23. Threats 24. Competitive mapping 25. Direct competitors 26. Substitute/Alternate 27. Economic 28. GJC Competitive mapping 29. Innovative entrant modelling 30. Four entrants 31. Brands 32. Futures tunnel 33. Historical forces 34. Current impacts 35. Future considerations 36. Trends research 37. The future 38. Probable 39. Preferred 40. Possible 41. Binary Analysis 42. Where's the growth 43. New customers 44. Existing customers 45. Binary analysis 46. Market growth/brand share 47 - 54. Binary analysis cont... 55-73. Coca-cola vs. Pepsi 74. Competitive Environment
How To Sell Hamster Kombat Coin In Pre-marketSikandar Ali
How To Sell Hamster Kombat Coin In Pre Market
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How To Sell Hamster Kombat Coin In Pre Market
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Codeavour 5.0 International Impact Report - The Biggest International AI, Cod...Codeavour International
Unlocking potential across borders! 🌍✨ Discover the transformative journey of Codeavour 5.0 International, where young innovators from over 60 countries converged to pioneer solutions in AI, Coding, Robotics, and AR-VR. Through hands-on learning and mentorship, 57 teams emerged victorious, showcasing projects aligned with UN SDGs. 🚀
Codeavour 5.0 International empowered students from 800 schools worldwide to tackle pressing global challenges, from bustling cities to remote villages. With participation exceeding 5,000 students, this year's competition fostered creativity and critical thinking among the next generation of changemakers. Projects ranged from AI-driven healthcare innovations to sustainable agriculture solutions, each addressing local and global issues with technological prowess.
The journey began with a collective vision to harness technology for social good, as students collaborated across continents, guided by mentors and educators dedicated to nurturing their potential. Witnessing the impact firsthand, teams hailing from diverse backgrounds united to code for a better future, demonstrating the power of innovation in driving positive change.
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Read the full impact report to learn more about the Codeavour 5.0 International.
Brand Box 4 - What's The Big Idea? The Marketer's Ultimate Toolkit
2. WHAT’S THE BIG IDEA?
WHAT’S THE BIG IDEA?
2
GROWTH
Know Your Business
Brand Architecture
Branding
Positioning
Know Your Consumers
Profiling
Segmentation
Insights
Pricing
Know Your Market
Competitive
Environment
Binary Analysis
Predatory Thinking
What’s the Big Idea?
Launch or NPD
Innovation
Communications
How to Say It
Advertising Idea
Tone & Messaging
When and Where to Say It
Media Strategy
Connection Idea
Channel Planning
ACTIONS from INSIGHTS
3. WHAT’S THE BIG IDEA?
WHAT’S THE BIG IDEA?
3
Woody Allen said, “Relationships are like sharks, if they stop moving forward they die”,
and brands are no different.
Most CEOs will tell you how critical innovation is to their business, yet if you ask them how
their innovation plan is looking, you’ll tend to get a blank look.
This section looks at how things are shaping and moving; and if you conducted any of the
trends exercises from the Know Your Market and Know Your Consumers sections, you’ll
note how scary the rate of change truly is.
If you want to be a growing brand then best practice probably isn’t going to be enough...
you’ve got to start thinking about next practice and where you need to be to position
yourself for success.
The next section will help get you thinking
Why
Innovation?
“Relationships are like sharks, if they stop moving forward
they die” ... and brands are no different.
5. “We always overestimate what will change in the next 2 years,
and underestimate what will change in the next 10.”
Bill Gates
6. WHAT’S THE BIG IDEA?
INNOVATION CONTEXT
6
Corporate and Social Responsibility
Corporate responsibility is shrouded with cynicism. The default starting position should
be: “don’t do bad, before you do good”.
Currently, the bigger the company, the larger the responsibility is becoming for them to
“give back”.
The thing to remember is that corporate responsibility is “extra credit” available only
once the consumer is satisfied with the quality of the product/service (and treatment of
staff).
So what constitutes being “responsible” these days? A couple of very topical areas
are;
• The environment. This is seen as the ultimate social cause, and visibility around
taking affirmative action is highly praised
• “Australian made”. Despite being around for a while, this still has kudos, especially
around food.
It is no longer a case of asking if you should be involved in this area; consumers are
already committed to corporate and social responsibility, they are now looking for the
easy way to contribute. Staff are also becoming increasingly important as an access
point to educate and involve corporations in social responsibility initiatives.
At the core of the issue is trust; the beneficiaries vs. the benefactors should be telling
the story.
Ipsos Mackay Report 2008
7. WHAT’S THE BIG IDEA?
INNOVATION CONTEXT
7
Successful Innovation
Innovation is usually a direct result of one of the following triggers:
The Power of Context
What alumni are saying to us is: “Tell me something that I didn’t know I needed to
know. Challenge me. Astonish me.” If the session is led by a well-known professor,
they do not want well-polished presentations based on his well-polished theories.
They want him to explore dangerous territory and ideas on the cutting edge, where
they can make their own contribution to emerging concepts and be present while
they emerge.
• Pressing issues driving necessity
• A new, unique perspective on something
• Influences, internally and externally
• Development of a contemplative environment
8. WHAT’S THE BIG IDEA?
INNOVATION CONTEXT
8
Purpose of Creativity
The overall purpose of creativity is to change ideas or produce
additional new ones. These two processes are often mixed up
together, but they can be separated out as follows:
1. Escape from old ideas
2. Generation of new ideas
9. WHAT’S THE BIG IDEA?
INNOVATION CONTEXT
9
Importance of Innovation
Where are we now?
Product Age
Post-war, supply and
awareness was the
main game
Brand Age
Not all products were
good, the brand was
the assurance of
quality
Information Age
Products are no longer
taken at brand value,
but real information is
required
Innovation Age
Insights and ideas
drive differentiation
and success
Experience Age
The age of stories and ideas
Money is no object and people are looking for escapes and indulgences
Ads alone are not sufficient to create a brand
Communication
10. WHAT’S THE BIG IDEA?
INNOVATION CONTEXT
10
Importance of Innovation cont...
The more innovative the product or category, the
higher the level of engagement seems to be.
The Experience Age is being driven by brands
responding to consumers’ needs for richer and
more engaging experiences around their products
and services.
Commodities
Goods
Services
CustomisedGoods
Experiences
11. WHAT’S THE BIG IDEA?
INNOVATION CONTEXT
11
Innovation Driving Growth
To drive growth, innovation is required; and
what is the currency of innovation? Ideas.
You need to plan your communications by
looking at where innovation will add the
most value.
Innovation
Positioning
Development
Customer
Experience
Audit
Channel
Pricing
Customer
Comms.
Internal
Comms.
12. WHAT’S THE BIG IDEA?
INNOVATION CONTEXT
12
Applied Innovation
How can it be done?
New products
• Extensions and variations
• Consumer “need” satisfaction and problem solving
• New experiences
New communication opportunities
• Positioning for growth or share
• Methods
• Mediums
• Integrations
New ways of doing things
• Moving from best practice to next practice
• Application of parallel sector thinking
13. WHAT’S THE BIG IDEA?
INNOVATION CONTEXT
13
Limitations of Accepting Status Quo
Accepting the status quo is simply a form of arrogance centred around one of
three beliefs:
1. That there are no alternatives -
There is only one possible way to look at things and everything is
dismissed as being wrong.
2. That no change is required -
A particular idea is so perfect that it is beyond change or improvement.
3. That there is no escape -
The idea is so absolutely right that everyone must work their way towards it.
Edward de Bono
14. WHAT’S THE BIG IDEA?
INNOVATION CONTEXT
14
Knowledge vs. Creativity
This graph shows the relationship between knowledge and creativity.
Knowledge is not creativity, but within any particular field it is difficult to
come up with new ideas unless you have some ideas to play around with in
the first place. At the beginning of idea generation, the more knowledge you
have leads to increased creativity.
On the other hand, too much experience within a field may restrict creativity
because you know so well how things should be done that you are unable
to escape to come up with new ideas. As knowledge grows high we see
that creativity dwindles.
Creativity
Information
de Bono study 1969 - 1971
15. WHAT’S THE BIG IDEA?
INNOVATION CONTEXT
15
Innovation as a Habit
The best way to grow and innovate is to embed innovation as a habit within
your business. This often sounds easier than it is, but it can be helped by
the steps below:
• Stimulate - Constantly source new stimulus
• Practise - Regularly brainstorm, problem solve and stretch your mind
• Freedom - Keep free time and keep yourself free of excuses
• Constantly Innovate - Not imitate
Best Practice Same Practice Commodity= =
Next Practice Innovation Leader= =
16. WHAT’S THE BIG IDEA?
INNOVATION CONTEXT
16
5 Roles in Ideas Development
Spark
Someone who “sparks” the creative process
by spotting or coming up with the idea,
creating the vision or defining the need
Often undertaken by anyone employed by,
or associated with, the organisation; often
comes from the least expected area
Sponsor
Someone who promotes the idea or project
inside the organisation, ensuring that it is not
dismissed, and who sustains interest during
difficult or lean times
Senior line managers, members of the
board, non-executive directors
Shaper
Someone who makes the idea or project
“real”, using their own creativity to flesh out
the premise and/or find practical means to
achieve the objective
Members of the project team appointed
to implement the idea, process-oriented
consultants, R&D staff from principal
suppliers
Sounding
board
Someone outside the project whose
objectivity and broader knowledge can be
drawn on to inform and validate the premise
or to comment on the practicalities
Informal or formal members of personal or
professional networks, trusted colleagues
or company mentors, appointed academics
or researchers in the field
Specialist
Someone who draws on their specialist skills
to shape the idea or project from a specific
standpoint and uses the opportunity to break
new ground in the field
Members of the project team, consultants,
academics and researchers, R&D staff from
principal suppliers
17. WHAT’S THE BIG IDEA?
INNOVATION CONTEXT
17
The Triangle for Successful Innovation
The presence of a problem or business
imperative that needs solving, often involving
the need to reconcile contending opposites or
trade-offs and a solution not based on either/or
but rather on both and thinking.
The perspective that comes from a wide range
of formative influences, not all connected with
work, including feedback from professional or
personal networks, conference presentations
or input from tutors on courses, benchmarking
exercises, leisure pursuits, private reading,
community activities and family life.
An environment where individuals can “drift
and dream”. This is nearly always away from
the office and can be used as a creative
resource as the mind associates it with
innovative reflection, thus enabling individuals
to “fast-track” the process.
Successful Innovation, The Economist, Michel Syrett 2002
Successful
Innovation
18. WHAT’S THE BIG IDEA?
INNOVATION CONTEXT
18
Sources of Inspiration
The results of a survey below show what inspires senior managers (% of respondents)
The results?
Over 90% of the managers interviewed say that their ideas initially occur away from
the workplace and are later aired and shaped during office hours.
Creative breakthroughs generally occur when individuals make a connection between
two previously unrelated concepts, facts or insights.
Discussion with friend/colleague in this country
Conference speaker
Discussion with friend/colleague in another country
Private research
Non-executive directorship
Business school tutor
Personal activity (museum visits etc.) during a business trip abroad
85
54
51
51
32
29
27
Source: Roffey Park Institute 1998
20. WHAT’S THE BIG IDEA?
CROWD SOURCING
20
Remember the dusty old (empty) suggestion box that used to sit in corporate HQ and be
only attended by a lonely receptionist to empty out the trash occasionally placed in there?
Well, welcome to the web!
Crowdsourcing.com has taken that concept and opened it up to everyone and anyone.
They not only suggest, but they rank ideas openly – so the best rise to the top.
Crowdsourcing.com focuses on improvement, and passionate loyalists love being invited
to participate with the development of their favourite brands.
It allow brands to look at what customers want then:
1. Do it
2. Say why they can’t do it
3. Explain what would need to happen for it to be possible
It’s Public Relations (PR), Customer Relationship Management (CRM) and New Product
Development (NPD) rolled up into one neat little bundle.
If you’re interested in it then read Wikinomics (Tapscott) and Groundswell (Forrester).
Where’s
your
Suggestion
Box?
21. WHAT’S THE BIG IDEA?
CROWD SOURCING
21
What is Crowd Sourcing?
Crowd Sourcing is the act of taking a task traditionally
performed by an employee or contractor, and
outsourcing it to an undefined, generally large group of
people in the form of an open call to arms.
For example, the public may be invited to develop a new
technology, carry out a design task or join in a think-tank.
LEGO factory is a website where enthusiasts are invited
to design models and take part in competitions. One
of the popular contests entitled the winner to have their
model mass produced and sold online, receiving a 5%
royalty on each set sold.
Wikipedia 2008
22. Consumer Generated Content
gives many different ways for customers to be involved
Consumer Marketers
Re-mix Culture
Expert Outsiders
Amateur Outsider
Consumer Generated Content 2.0
Pay me!
http://www.trendwatching.com/trends/CUSTOMER-MADE.htm
23. WHAT’S THE BIG IDEA?
CROWD SOURCING
23
Share with the masses...
receive massive returns
Here are some brands who are doing it particularly well
24. WHAT’S THE BIG IDEA?
CROWD SOURCING
24
Generation C
Examples of consumers being paid for content
Revver
Members upload their video to Revver who then attach
an ad to the video as well as tracking software to tell you:
• how many times it was viewed
• how much money it has earned
Every time an ad gets clicked, Revver shares the ad
revenue on a 50/50 basis.
Metacafe
Members are paid US$5 for every thousand views their video gets. Payment starts when
a video reaches 20,000 views and has a rating of 3 or higher. Licensing is non-exclusive:
makers retain ownership of their video.
(ash)
25. WHAT’S THE BIG IDEA?
CROWD SOURCING
25
User Generated Content Radar
Inner Circle
Word on the Street
Co-existence
Brands that Resonate
e.g. Wall Street Journal / BBC News
Credibility created by strong corporate brand management
e.g. Citysearch.com / Amazon.com
Credibility created by number of users, divergent options
e.g. TripAdvisor.com / Yelp.com
Credibility created by timeliness of information
e.g. Facebook / mySpace
Credibility created by content contributions that align with community
values
Trust
EditorialcontrolgiventoUsers
High
Low
Low
26. WHAT’S THE BIG IDEA?
CROWD SOURCING
26
Case Study: Smith’s “Do us a flavour”
Smith’s needed both a flavour that would be popular with consumers and
a campaign to drive sales. They came up with a viral campaign on the
idea "create us a flavour and we'll give you 1% of the profits".
Public voting on the winning flavour added a participatory element,
involving consumers in the brand and voting stages, which led to the
creation of partisan flavour support groups and moved this discussion
online.
Results?
The campaign attracted nearly a quarter of a million entries, capturing the
imagination of the nation.
Consumers were driven to try all four flavours and vote on which one they
thought was the best.
27. WHAT’S THE BIG IDEA?
CROWD SOURCING
27
Case Study: Goldcorp
In March 2000, Goldcorp launched the “Goldcorp challenge” with
a total of $575,000 in prize money available for the best methods
and estimates about the prospects of gold deposits on a 55,000
acre property.
News of the contest spread around the internet and within weeks
submissions began to flood in from countless sources; geologists,
grad students, consultants, mathematicians and military officers all
sought a piece of the action.
Results?
The contestants discovered 110 deposits on the property, 50% of
which had not been discovered by the company.
Goldcorp estimated that 2–3 years had been wiped off exploration
time and the contest transformed Goldcorp from a $100 million
company to a $9 billion company.
www.goldcorp.com
Wikinomics, 2006
28. WHAT’S THE BIG IDEA?
CROWD SOURCING
28
Case Study: Mitsubishi
Mitsubishi launched their Lancer Supershot Series, aimed at
changing consumer perception of the Lancer as being non-stylish.
To achieve this Mitsubishi created a series of 6 short films that were
advertised across a range of media, from television commercials to
magazines. The films were showcased on a specific website and
consumers were encouraged to create their own film to add to the
website.
Results?
As a result Mitsubishi experienced:
• 59,909 different visitors viewing the films
• 40,741 consumers casting votes for their favourite film
• 50% increase in traffic to the Lancer web page
• 37% sales increase on previous year
• Market share increase of 8.7% – from 2.4% to 11.1%
Knowledge Focus: Creative Consumer Participation
Mediaedge: Cia Active Engagement 2008
29. WHAT’S THE BIG IDEA?
CROWD SOURCING
29
Case Study: InnoCentive
InnoCentive is an “open innovation” company that takes
research and development problems in a broad range of
domains such as Engineering, Computer Science, Maths,
Chemistry, Life Sciences, Physical Sciences and Business,
frames them as “challenge problems”, and opens them up
for anyone to solve them. It gives cash awards for the best
solutions to solvers who meet the challenge criteria.
Results?
Solutions come from all over the world and cash awards
for solving the problem are usually between $10,000 and
$100,000.
www.innocentive.com
Wikinomics 2006 - see also Ideagoras
30. WHAT’S THE BIG IDEA?
CROWD SOURCING
30
Wikipedia is now the largest encyclopedia in the world offered for free and
is created entirely by volunteers on an open platform that allows anyone to
be an editor.
“Imagine a world in which every single person on the planet is given free
access to the sum of all human knowledge. That’s what we’re doing.”
Wikipedia founder Jimmy Wales
Results?
Wikipedia now contains almost 4 million articles in over 200 languages and
has become one of the most visited sites on the Internet.
Of the almost 16 million registered users, there is a group of around 20,000
who gladly accept responsibility for the large variety of tasks that keep
Wikipedia humming.
Each Wikipedia article has been edited an average of 20 times, and for
newer entries, that number is higher.
Case Study: Wikipedia
www.wikipedia.org
Wikinomics 2006
31. WHAT’S THE BIG IDEA?
CROWD SOURCING
31
Case Study: The London Bombing
On 7 July 2005, London came to a standstill as 4 synchronised
bombs exploded in its transportation system.
Eighteen minutes later, as media outlets scrambled to cover the
story, the first entry appeared on Wikipedia.
A wiki enthusiast from Leicester, England, wrote, “On July 7 2005,
explosions or other incidents were reported at various London
underground stations in central London, specifically Aldgate,
Edgware Rd, Kings Cross St Pancras, Old St and Russell Square
Tube station. They have been attributed to power surges.”
Within minutes other users were adding information and
correcting spelling. By the time North Americans woke, hundreds
of users had added to the entry.
By the end of the day, over 2,500 users had created a 14 page
account of the event in much more detail than any news outlet.
Wikinomics 2006
32. INNOVATION TOOLS
If you’re after brainstorm tools we have another book called “Collaborative Creativity”.
Visit www.stepchangemarketing.com to find out more.
The following is a collection of tools that will help you identify opportunities around
people, product, process and communication.
We have included one brainstorm tool around innovation called SCAMPER.
33. WHAT’S THE BIG IDEA?
INNOVATION TOOLS
33
SCAMPER
SCAMPER is a checklist of idea-spurring
questions.
To use SCAMPER:
1. Isolate the challenge or subject you
want to think about.
2. Ask questions about each step of the
challenge or subject and see what new
ideas emerge.
Substitute something
Combine it with something else
Adapt something to it
S
Modify or Magnify it
Put it to some other use
Eliminate something
Reverse or Rearrange it
C
A
M
P
E
R
34. WHAT’S THE BIG IDEA?
INNOVATION TOOLS
34
Substitute something
Example:
Think of a spoon.
Substitute flexible wire for the handle. You could
attach it to your foot and eat!
Combine a spoon with a fork to create a utensil good
for poking food and eating soup.
Combine it with something else
Adapt something to it
S
Modify or Magnify it
Put it to some other use
Eliminate something
Reverse or Rearrange it
Adapt the spoon to eating tall glasses of ice cream –
make the handle much longer.
Magnify the spoon and you could have a huge, shiny
water slide.
Put the spoon to another use: you could use it as a
musical instrument or as part of a wind chime.
Eliminate some parts of the bowl of the spoon and
you can use it as a strainer.
Reverse the way you hold the spoon and you could
have a round-handled tool for sculpting or marking clay.
C
A
M
P
E
R
SCAMPER: An Example
35. WHAT’S THE BIG IDEA?
INNOVATION TOOLS
35
SCAMPER: Adapt something to it
What else is like this?
What other ideas does
this suggest?
What could I copy?
Does the past offer a
parallel?
Who could I emulate?
What other process
could be adapted?
What else could be
adapted?
What ideas outside my
field can I incorporate?
What idea could I
incorporate?
What different
contests can I put my
concept in?
36. WHAT’S THE BIG IDEA?
INNOVATION TOOLS
36
SCAMPER: Magnify it
What can be magnified, made
larger, or extended?
What can be exaggerated
or overstated?
What can be added? Can it be
made stronger, higher, or longer?
What can add extra value?
What can be duplicated?
How about greater frequency?
Extra features?
How could I carry it to
a dramatic extreme?
37. WHAT’S THE BIG IDEA?
INNOVATION TOOLS
37
SCAMPER: Modify it
How can this be altered
for the better?
What can be modified? Change name?Is there a new twist?
What changes can be made
to the plans? To the process?
To marketing?
What other form could this
take? What other package?
Change meaning, colour,
motions, sound, odour,
form, shape?
Can the package be
combined with the form?
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SCAMPER: Put it to some other use
What else can this be used for? Are there new ways to use it as is? Are there other uses if modified?
Other extensions? Other markets?What else could be made from this?
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SCAMPER: Eliminate something
What if this was smaller? What should I omit? Understate? Streamline?
Should I divide it or
split it up?
Subtract? Delete? Can the rules be eliminated?
Make miniature?
Condense? Compact?
What’s not necessary?
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SCAMPER: Reverse it
Can I transpose positive
and negative?
What are the opposites? Should I turn it around?What are the negatives?
Consider it backwards? Reverse roles?
Up instead of down?
Down instead of up?
Do the unexpected?
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SCAMPER: Rearrange it
What other arrangement
might be better?
Interchange components? Other pattern? Other layout?
Transpose cause and effect? Change place? Change schedule?Other sequence? Change the order?
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Parameter Analysis
Before you innovate you need to know where you’re at.
Use this tool to do an audit around what is “fixed”, “flexible” and “inconvenient” around your brand.
Fixed Flexible Inconvenient
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Sensory Overload
Sight
Smell
Taste
Sound
Touch
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Future Casting Ideas Generation
This tool looks at different origin points for innovation, allowing you to project potential ideas for future commercial gain.
Currently In 3 to 5 Years
Customers
Competitions
Margins
Channels
Suppliers
The Idea Generator, Ken Hudson 2007
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Process Review
Consider any processes greater than 2 years old and how they could be radically improved.
Current Process Radical Redesign
Who?
When?
Where?
Why?
How?
What?
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Using Experience to Drive Innovation
This is a technique that is used for
innovation steering committees to draw
out relevant experiences which can
overcome challenges or capitalise on
opportunities.
Question:
Clarifying Questions:
In My Experience:
Ask one question based on the problem.
Each member of the group has the option to clarify the meaning of the initial question.
After the initial question has been fine-tuned, each member of the group has the option of contributing
to the solution starting with “In my experience...”.
Source: Young President Organisation
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Innovation Platforms
Use this tool to identify opportunities or areas for your business to innovate in.
Examples List Attributes
Descriptive
Substance, structure, colour, shape,
texture, sound, taste, odour, space and
density
Process
Marketing, manufacturing, selling,
function and time
Social
Responsibilities, politics and taboos
Price
Cost to manufacture, wholesaler, retailer
and consumer
Ecological
Positive or negative impact on the
environment
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The Phoenix Checklist
The Problem
The Phoenix Checklist is a checklist developed by the CIA to get their agents thinking about ways to solve a problem –
great to apply to your business:
What benefits will you receive by solving the problem?
What is the unknown?
What is it you don’t yet understand?
What is the information you have?
What isn’t the problem?
Is the information sufficient? Or is it insufficient? Or redundant? Or contradictory?
Should you draw a diagram of the problem?
Where are the boundaries of the problem?
Can you separate the various parts of the problem?
Have you seen this problem before?
Do you know a related problem?
What are the constants of the problems?
If that problem has been solved, can you use the solution or the method?
Can you restate your problem? More general? More specific? Can the rules be changed?
What are the best, worst and most probable cases you can imagine?
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The Phoenix Checklist cont...
The Plan
Can you solve the whole problem? Part of the problem?
What would you like the resolution to be? Can you picture it?
How much of the unknown can you determine?
Can you derive something useful from the information you have?
Have you used all the information?
Have you taken into account all essential notions in the problem?
Can you separate the steps in the problem-solving process? Can you determine the correctness of each step?
What creative thinking techniques can you use to generate ideas? How many different techniques?
Can you see the result? How many different kinds of results can you see?
How many different ways have you tried to solve the problem?
What have others done?
Can you intuit the solution? Can you check the result?
What should be done? When should it be done? Who should do it?
Can you use this problem to solve some other problem?
What milestones can best mark your progress?
How will you know when you are successful?
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Six Thinking Hats by Edward de Bono
Hunches, Intuition, Impressions
When considering this hat look at the
decision with intuition, instinctive reaction
and emotion in mind. Think of how others
would react emotionally to this decision.
Don’t justify or explain, simply follow
hunches and intuitions. Satisfies the
emotions.
Objective Facts & Figures
When “wearing” this hat consider
information, data and facts. Learn what
these facts are pointing towards and
analyse any trends. Don’t have any
preconceived ideas, build your ideas on
facts only.
Leader
This hat is “worn” by the person who is
the leader of the group or meeting. The
person who is wearing this hat should
designate when the group changes hats
according to the success of the idea flow,
or what has to be considered.
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Six Thinking Hats cont...
Creativity
When “wearing” this hat you should be
at your most creative. Let ideas flow with
little or no criticism. We can artificially
produce provocations rather than just
waiting for them.
Speculative Positive
This hat represents positive, constructive
judgement, not excessive optimism.
When considering this hat you should
look at the positive and most successful
points of your plan.
Logically Negative & Critical
You should be pessimistic when
“wearing” this hat. Be cautious and
defensive, look at the weakest point of
your plans and try to anticipate what
would go wrong. This is where you can
develop contingency plans. This hat
is not aiming at providing doubt, but
actually outlining true weakness.
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Potential Impact Plotting
You can use this chart to
evaluate the potential impact
your idea might have over the
short, medium and long term.
Short term Medium term Long term
Low Impact
Medium Impact
High Impact
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“Yes” Reasons
When assessing innovation it’s important to see what might be possible even though there will undoubtedly be many hurdles
and obstacles. This tool helps you predict possible blockades before they occur.
Idea Positive “Yes” Reason Negative Aspect
56. Congratulations on completing Book 4: What’s the Big Idea?
The next book in the Brand Box series is Book 5: How to Say It
Contact us to get yourself a copy hellostepchange.com | +61 2 8030 8655 | chat@hellostepchange.com
The Brand Box series