Thursday, April 26, 2007
Creativity Straw Poll
I have just put a rough straw poll onto my website to try and get a feel of the major barriers to creativity wtihin organisations. If you pick up on this post through an RSS feed or simply stumble upon it, I would appreciate it if you could literally spare 5 seconds maximum to click on a button on my website at http://www.creative4business.co.uk.
Monday, March 26, 2007
Creativity - What can I do on Monday?
You've heard the talk, read the book, bought the T-shirt but what practical steps can you take on Monday morning to help creativity to flourish?
To start off, here are a few ideas. However with your new found idea generation skills, you should be able to think of lots more.
- Create space (physical and time) for idea generation
- By cutting down on non essential meetings
- Avoiding micro managing staff
- Allowing time for ‘play' or to make mistakes (within reason)
- Allowing interaction between individuals (at the coffee machine or water cooler).
- Adopt simple techniques for modifying existing products or services
- Think about having after action reviews to ensure that you avoid re-inventing the wheel.
- Look at reward systems to encourage know-how to be shared and for salaries and bonuses to promote team working.
- Hold curiosity meetings where people are allowed to ask ‘What if?'
Small organisations without boards could consider having an informal board of trusted acquaintances who will give advice in return for a meal, say.
Start looking at methods of gathering ideas that will encourage new ideas not just complaints (avoid the baggage of the traditional suggestion box). Ensure that contributions are recognised and that the process is transparent.
So what? You may say, these are not very creative. Well they are if you have been doing something else. Creative or alternative thinking does not mean playing with brightly coloured balls all day long. It means selecting appropriate techniques and methods from as wide a variety as possible and matching them to the task in hand to get the best results possible. Another reason to expand your management toolbox is to engage the widest audience possible. That person who yawns at meetings where documents are discussed might participate where a storyboard is used. Someone whose help you seek may apparently talk in riddles but they may in fact be using metaphor, try using their language.
One other thing to remember, just because the words ‘problem solving' are used it does not mean that you have to have a problem to be solved. You may need to reframe a situation i.e. get another perspective, either to be able to change it or make sure that you have left nothing out.
Let's look at the categories that techniques fall into:
Exploring/defining - such techniques can be used to try and find solutions to problems but they can also be used to find out more about an individual or group of people or try to create a shared understanding of a situation with abstract boundaries such as a vision or mission statement.
Idea generation - these techniques do exactly what it says on the tin. Brainstorming type techniques can be used to generate a large number of possibilities whilst nominal group techniques or modelling can create a shared idea amongst a group of people.
Screening - instead of just sitting around trying to vote for a preferred solution or rely on gut feel, there are a number of techniques that can help you such as bullet proofing.
Planning and prioritising - not quite planning in the true sense of the word but some of the screening techniques can help you prioritise and something like a storyboard is actually a plan (but without the small print) which can be turned into a readable document or used as a storyboard for PR or communications purposes.
Innovation - the people you need
How do you choose the right people who will support and nourish an innovation initiative? This article will attempt to provide you with a set of important roles together with some attributes of the people who should fill those roles. Here we are less concerned with titles or hierarchies and more concerned with getting the people who can help drive each critical role or task.
In reality, you will find people in your organization that will fit multiple roles; your goal is not to find an individual person for each role listed below, but rather to make sure your team covers each of the areas identified. Many times people can play multiple roles, especially in smaller organizations.
Connector Connectors have the ability to connect departments, organisations, and industries that normally would not be connected. Although they may be an expert in their own field, Connectors are generally people you'd describe as a mile wide and an inch deep. They know things about a variety of fields and industries and can connect them.
Collector The Collector holds the key position of collecting ideas and providing organised access to others who can help build the knowledge base and map what is already there.
Framer The Framer works with business functions and management to determine the appropriate evaluation schemes and frameworks teams should use to evaluate ideas fairly, transparently and consistently. The Framer can construct the evaluation frameworks which your team will use to evaluate your ideas, and ensure the evaluations are consistent and transparent.
Judge The Judge evaluates the ideas, using the Framer's framework. Generally speaking there are many "Judges" for any idea - often representing business functions (sales, marketing, R&D), regions or other business silos. Judges follow the evaluation criteria set by the Framers, who worked with all the entities involved in setting the evaluation framework.
Prototyper Many organisations are comfortable with their new product development (NPD) process. Once they know what to make or offer they are pretty efficient at producing it. The problem they have is how to capture ideas and evaluate them. The people identified above fulfill this need; however, a key person you must have is the Prototyper. Between evaluation and development there is an iterative process-the Prototyper is the master who makes rapid prototyping a reality.
Measurer You get what you measure. If you want your organisation to innovate, you have to establish what you will measure to make sure this happens. These metrics range from quantitative, such as time from idea submission to launch, to qualitative, such as what was learned from a failing.
Storyteller The Storyteller is one of the most valuable roles in the organization. The Storyteller's responsibility is to collect, keep, and tell stories about the organization. People respond to stories better than any other method of communication.
Lookout An important role in the identification of new trends and the analysis of those trends and the impacts they may have on your business is held by the Scout.
Scouts scan the future to understand how the industry is likely to change. What are the scenarios we might face? What technologies are in development that may affect our business? What might a competitor do that would upset our position in the market? What is hot in other industries that we might adapt?
In reality, you will find people in your organization that will fit multiple roles; your goal is not to find an individual person for each role listed below, but rather to make sure your team covers each of the areas identified. Many times people can play multiple roles, especially in smaller organizations.
Connector Connectors have the ability to connect departments, organisations, and industries that normally would not be connected. Although they may be an expert in their own field, Connectors are generally people you'd describe as a mile wide and an inch deep. They know things about a variety of fields and industries and can connect them.
Collector The Collector holds the key position of collecting ideas and providing organised access to others who can help build the knowledge base and map what is already there.
Framer The Framer works with business functions and management to determine the appropriate evaluation schemes and frameworks teams should use to evaluate ideas fairly, transparently and consistently. The Framer can construct the evaluation frameworks which your team will use to evaluate your ideas, and ensure the evaluations are consistent and transparent.
Judge The Judge evaluates the ideas, using the Framer's framework. Generally speaking there are many "Judges" for any idea - often representing business functions (sales, marketing, R&D), regions or other business silos. Judges follow the evaluation criteria set by the Framers, who worked with all the entities involved in setting the evaluation framework.
Prototyper Many organisations are comfortable with their new product development (NPD) process. Once they know what to make or offer they are pretty efficient at producing it. The problem they have is how to capture ideas and evaluate them. The people identified above fulfill this need; however, a key person you must have is the Prototyper. Between evaluation and development there is an iterative process-the Prototyper is the master who makes rapid prototyping a reality.
Measurer You get what you measure. If you want your organisation to innovate, you have to establish what you will measure to make sure this happens. These metrics range from quantitative, such as time from idea submission to launch, to qualitative, such as what was learned from a failing.
Storyteller The Storyteller is one of the most valuable roles in the organization. The Storyteller's responsibility is to collect, keep, and tell stories about the organization. People respond to stories better than any other method of communication.
Lookout An important role in the identification of new trends and the analysis of those trends and the impacts they may have on your business is held by the Scout.
Scouts scan the future to understand how the industry is likely to change. What are the scenarios we might face? What technologies are in development that may affect our business? What might a competitor do that would upset our position in the market? What is hot in other industries that we might adapt?
Tuesday, February 27, 2007
50 ways to a bright idea
When you have a bright idea there is always someone who takes the wind out of your sails by asking "what about ...?". Why not preempt them by doing a little homework first? Below are 50 questions, variations on the usual who, what, why, when, where. Think your idea through using these as prompts and see if you can improve your idea.
Who
1. Who is affected by the problem?
2. Who else has it?
3. Who says it is a problem?
4. Who would like a solution?
5. Who would not like a solution?
6. Who could prevent a solution?
7. Who needs it solved more than you?
When
8. When does it occur?
9. When doesn't it occur?
10. When did it appear?
11. When will it disappear?
12. When do other people see your problem as a problem?
13. When don't other people see your problem as a problem?
14. When is the solution needed?
15. When might it occur again?
16. When will it get worse?
17. When will it get better?
Why
18. Why is this situation a problem?
19. Why do you want to solve it?
20. Why don't you want to solve it?
21. Why doesn't it go away?
22. Why would someone else want to solve it?
23. Why wouldn't someone else want to solve it?
24. Why is it easy to solve?
25. Why is it hard to solve?
What
26. What might change about it?
27. What are its main weaknesses?
28. What do you like about it?
29. What do you dislike about it?
30. What can be changed about it?
31. What can't be changed?
32. What do you know about it?
33. What don't you know about it?
34. What will it be like if it is solved?
35. What will it be like if it isn't solved?
36. What have you done in the past with similar problems?
37. What principles underlie it?
38. What values underlie it?
39. What problem elements are related to one another?
40. What assumptions are you making about it?
41. What seems to be most important about it?
42. What seems to be least important about it?
43. What are the sub-problems?
44. What are your major objectives in solving it?
45. What else do you need to know?
Where
46. Where is it most noticeable?
47. Where is it least noticeable?
48. Where else does it exist?
49. Where is the best place to begin looking for solutions?
50. Where does it fit in the larger scheme of things?
Who
1. Who is affected by the problem?
2. Who else has it?
3. Who says it is a problem?
4. Who would like a solution?
5. Who would not like a solution?
6. Who could prevent a solution?
7. Who needs it solved more than you?
When
8. When does it occur?
9. When doesn't it occur?
10. When did it appear?
11. When will it disappear?
12. When do other people see your problem as a problem?
13. When don't other people see your problem as a problem?
14. When is the solution needed?
15. When might it occur again?
16. When will it get worse?
17. When will it get better?
Why
18. Why is this situation a problem?
19. Why do you want to solve it?
20. Why don't you want to solve it?
21. Why doesn't it go away?
22. Why would someone else want to solve it?
23. Why wouldn't someone else want to solve it?
24. Why is it easy to solve?
25. Why is it hard to solve?
What
26. What might change about it?
27. What are its main weaknesses?
28. What do you like about it?
29. What do you dislike about it?
30. What can be changed about it?
31. What can't be changed?
32. What do you know about it?
33. What don't you know about it?
34. What will it be like if it is solved?
35. What will it be like if it isn't solved?
36. What have you done in the past with similar problems?
37. What principles underlie it?
38. What values underlie it?
39. What problem elements are related to one another?
40. What assumptions are you making about it?
41. What seems to be most important about it?
42. What seems to be least important about it?
43. What are the sub-problems?
44. What are your major objectives in solving it?
45. What else do you need to know?
Where
46. Where is it most noticeable?
47. Where is it least noticeable?
48. Where else does it exist?
49. Where is the best place to begin looking for solutions?
50. Where does it fit in the larger scheme of things?
Innovation - who needs people?
The chances are that you do! Innovation is viewed as a “soft” science, hard to measure and hard to define. Other business functions such as purchasing, finance and manufacturing are easier to define and seem much more established and “concrete”. Purchasing, finance and manufacturing are accepted business functions with hierarchies and responsibilities. When we talk about innovation, however, the measurements, metrics and operations are less obvious. Few firms have an “innovation department” and even less have metrics around innovation or systems and processes to support innovation.
That’s why people are so important in an innovation initiative. Much of the work of innovation is at the “fuzzy front end” where there may not be as many clear cut milestones or metrics, and traditional transactional systems can’t provide much value. It is this ambiguity that is handled so well by people. In business as in life , the important things boil down to people.
I ask you to go to the cinema to watch a film and you say “who’s in it?” If you are browsing in a bookshop you will read the jacket notes to see who has recommended it and what the critics say about it. If you join a new company, project or team, you will ask “who is the boss, what are they like?” and “who else is working on this?” A venture capitalist’s main concern is the management team—who will be making this venture (and my money) work? The focus is always on people.
Innovation is an outgrowth of the people and the culture of the firm. If people are encouraged to innovate and compensated and motivated appropriately, the culture and processes will follow. If they are not motivated or compensated to be innovative, no amount of systems or processes will drive an innovation initiative. The people are the key to the success of innovation.
Why focus on people? Success in any endeavor is based on having the right people doing the right things the right way at the right time. If you want to implement a successful innovation initiative, you need the right people in place to succeed. People are going to implement the processes and systems to make things work. You need to identify those people. Additionally, different people bring different skill sets and viewpoints to any project, so exposing ideas and innovations to a broad team within your firm can improve the chances of success with new ideas. Finally, a few people who truly believe in an idea can overcome many barriers and management hurdles.
Just as Meredith Belbin defined his Team Roles, so there are a number of people that you need to make your innovation initiative work. The second part of this article – Innovation, the people you need describes the characteristics of these people.
That’s why people are so important in an innovation initiative. Much of the work of innovation is at the “fuzzy front end” where there may not be as many clear cut milestones or metrics, and traditional transactional systems can’t provide much value. It is this ambiguity that is handled so well by people. In business as in life , the important things boil down to people.
I ask you to go to the cinema to watch a film and you say “who’s in it?” If you are browsing in a bookshop you will read the jacket notes to see who has recommended it and what the critics say about it. If you join a new company, project or team, you will ask “who is the boss, what are they like?” and “who else is working on this?” A venture capitalist’s main concern is the management team—who will be making this venture (and my money) work? The focus is always on people.
Innovation is an outgrowth of the people and the culture of the firm. If people are encouraged to innovate and compensated and motivated appropriately, the culture and processes will follow. If they are not motivated or compensated to be innovative, no amount of systems or processes will drive an innovation initiative. The people are the key to the success of innovation.
Why focus on people? Success in any endeavor is based on having the right people doing the right things the right way at the right time. If you want to implement a successful innovation initiative, you need the right people in place to succeed. People are going to implement the processes and systems to make things work. You need to identify those people. Additionally, different people bring different skill sets and viewpoints to any project, so exposing ideas and innovations to a broad team within your firm can improve the chances of success with new ideas. Finally, a few people who truly believe in an idea can overcome many barriers and management hurdles.
Just as Meredith Belbin defined his Team Roles, so there are a number of people that you need to make your innovation initiative work. The second part of this article – Innovation, the people you need describes the characteristics of these people.
Sunday, January 28, 2007
Innovation – why best practice could be bad for you
Even though Quality is no longer the buzzword that it was in the 1980s, its offshoot, ‘Best Practice’ unfortunately lives on. In the private sector this does not have a huge impact because many organisations try and keep their cards close to their chests and often ‘reinvent the wheel’. In academia or public sector organisations, the sharing of Best Practice is widespread. In some cases, the accompanying knowledge is also transferred, but the dangers of doing this are great.
It always seemed to be the case that Quality was ‘inspected in’, i.e. the more you inspected a system, the more quality you got. This was thankfully superseded by modern quality systems where the emphasis was on the process itself. Best Practice seems to have followed a similar fate. It seems to be something that you give to other people and the more you give (or receive) the better it is. Or so the theory goes.
If someone tells you to do something but without telling you why, you would think twice about doing it, particularly if it might hurt. Often, organisations adopt working practices and tools simply because someone else is using them successfully and they have no idea why that course of action should work in a new situation or what the side effects might be.
For instance, I have a classic car which occasionally has a problem with a sticking carburettor float. The remedy is to tap it gently with a small hammer. Someone else might deduce that the way to fix a car which has stopped without explanation is to hit it under the bonnet with a hammer. I have made use of some knowledge that was transferred with the ‘Best Practice’. This is just one of the reasons why knowledge transfer is an important part of any Innovation Programme.
If we look at the world of Literature or Art, then copying what someone else has created is known, rather bluntly, as plagiarism. This is quite rightly frowned upon. Even if the originator gives you permission to duplicate the work, the original ‘soul’ or ‘emotion’ that went into the work is lost.
Next time you adopt Best Practice, think about what else you should be transferring into your organisation to make sure that it works.
It always seemed to be the case that Quality was ‘inspected in’, i.e. the more you inspected a system, the more quality you got. This was thankfully superseded by modern quality systems where the emphasis was on the process itself. Best Practice seems to have followed a similar fate. It seems to be something that you give to other people and the more you give (or receive) the better it is. Or so the theory goes.
If someone tells you to do something but without telling you why, you would think twice about doing it, particularly if it might hurt. Often, organisations adopt working practices and tools simply because someone else is using them successfully and they have no idea why that course of action should work in a new situation or what the side effects might be.
For instance, I have a classic car which occasionally has a problem with a sticking carburettor float. The remedy is to tap it gently with a small hammer. Someone else might deduce that the way to fix a car which has stopped without explanation is to hit it under the bonnet with a hammer. I have made use of some knowledge that was transferred with the ‘Best Practice’. This is just one of the reasons why knowledge transfer is an important part of any Innovation Programme.
If we look at the world of Literature or Art, then copying what someone else has created is known, rather bluntly, as plagiarism. This is quite rightly frowned upon. Even if the originator gives you permission to duplicate the work, the original ‘soul’ or ‘emotion’ that went into the work is lost.
Next time you adopt Best Practice, think about what else you should be transferring into your organisation to make sure that it works.
Thursday, December 14, 2006
How To Generate 20 New Business Ideas Over Coffee
Reverse (or negative) brainstorming is an ideal technique for people in businesses of all sizes, either on their own or with colleagues. It can also be slotted into short periods of time such as coffee breaks, bus or train journeys or whilst waiting for someone. And if your board meeting drags on you can always let your mind wander a little!
To start with, select an issue or topic about which you need to generate ideas. The fact that some of you will be more familiar with the topic than others in a group situation doesn’t matter for this exercise. Everybody will get benefit from trying out the technique and swapping notes afterwards.
The topic should have a positive and possibility- focused phrasing, i.e. how can we gain/improve/create/diversify/build etc. Check everybody understands the question or statement.
If in a group, nominate someone to record ideas on a flipchart. If you are on your own then make sure you have a notepad handy.
Then (and only then) take the topic and reverse it. For example if your topic is “How to improve sales in the company?” reverse it to “How could we drive down sales as low as they could possibly go?"
Note down this reverse statement. Brainstorm for as many ideas as you can (about the reverse statement, forget the original topic for now) and record them. This is where human nature takes over, we are more likely to record negative ideas than positive ones.
Note your ideas verbatim. No judging or filtering of ideas to be made during ideas generation. Keep it quick and always include the unlikely, the weird and the apparently impossible.
Next, take those ideas and reverse them again. This can be done:
Topics that you might like to investigate are:
Even newcomers to this type of thinking should be able to generate 10-20 good ideas in around 20 minutes. Please let me know how you get on.
To start with, select an issue or topic about which you need to generate ideas. The fact that some of you will be more familiar with the topic than others in a group situation doesn’t matter for this exercise. Everybody will get benefit from trying out the technique and swapping notes afterwards.
The topic should have a positive and possibility- focused phrasing, i.e. how can we gain/improve/create/diversify/build etc. Check everybody understands the question or statement.
If in a group, nominate someone to record ideas on a flipchart. If you are on your own then make sure you have a notepad handy.
Then (and only then) take the topic and reverse it. For example if your topic is “How to improve sales in the company?” reverse it to “How could we drive down sales as low as they could possibly go?"
Note down this reverse statement. Brainstorm for as many ideas as you can (about the reverse statement, forget the original topic for now) and record them. This is where human nature takes over, we are more likely to record negative ideas than positive ones.
Note your ideas verbatim. No judging or filtering of ideas to be made during ideas generation. Keep it quick and always include the unlikely, the weird and the apparently impossible.
Next, take those ideas and reverse them again. This can be done:
- directly so if one had been, say “everybody stop talking”, the reverse might be “everybody talks much more” which might lead to ideas about chat rooms, coffee knowledge sharing hours, skill sharing sessions
- by extracting a principle or meaning so “everybody stop talking” - interpreted as a restriction of rights - which reversed could mean ensuring that there is a policy for appropriate communication with ethnic groups within the company
Topics that you might like to investigate are:
- How can I drive down sales?
- How can I make my production line less efficient?
- How can I waste as much time as possible during the day?
Even newcomers to this type of thinking should be able to generate 10-20 good ideas in around 20 minutes. Please let me know how you get on.
Solving those difficult business problems
This is a brief introduction to a problem solving technique known as Boundary Relaxation.
A problem boundary is the imaginary line between what a problem is, must be, should be, or could be, and what it isn't, mustn't be, shouldn't be, or couldn't be. This approach works by creating awareness of the different components of the boundary and then seeing how far they can be loosened. Here are some ways of making a boundary more visible.
NOT-ing the problem statement Take each significant term in a problem statement and define it more clearly by saying what it is not, for example:
Boundary conditions not mentioned in the problem statement may often be found by looking elsewhere e.g. budgets, policy statements, market analyses, etc., and by 'asking around'. Sometimes you may need to 'read between the lines'.
Once a boundary feature has been identified dearly, then it is usually relatively simple to ask yourself and/or others involved 'Would it make the problem any easier to solve if this part of the boundary could be altered in some way?'. 'If so, under what circumstances could it be altered or ignored?'
It may be easier to get temporary leeway around a boundary by discreetly 'bending' it and making sure nothing goes wrong, than by trying to get formal permission to alter it. Many are familiar with the saying ‘Remember it is easier to ask for forgiveness than for permission.'
A problem boundary is the imaginary line between what a problem is, must be, should be, or could be, and what it isn't, mustn't be, shouldn't be, or couldn't be. This approach works by creating awareness of the different components of the boundary and then seeing how far they can be loosened. Here are some ways of making a boundary more visible.
NOT-ing the problem statement Take each significant term in a problem statement and define it more clearly by saying what it is not, for example:
- How to develop (not replace, alter, reduce, ...)
- the motorway (not other roads, airlines, ships, ... )
- network (not piecemeal)
- to allow for (not compel)
- the gradual (neither imperceptible nor rapid)
- replacement (not augmentation)
- of rail (not air, ships, ...)
- transport (not pleasure use, prestige use)
Boundary conditions not mentioned in the problem statement may often be found by looking elsewhere e.g. budgets, policy statements, market analyses, etc., and by 'asking around'. Sometimes you may need to 'read between the lines'.
Once a boundary feature has been identified dearly, then it is usually relatively simple to ask yourself and/or others involved 'Would it make the problem any easier to solve if this part of the boundary could be altered in some way?'. 'If so, under what circumstances could it be altered or ignored?'
It may be easier to get temporary leeway around a boundary by discreetly 'bending' it and making sure nothing goes wrong, than by trying to get formal permission to alter it. Many are familiar with the saying ‘Remember it is easier to ask for forgiveness than for permission.'
Should Christmas be cancelled?
No this is not a statement from a fringe group who are avoiding the frayed nerves and expense associated with Christmas Shopping, cooking, boisterous children and upset tummies. Christmas is a time where a million and one things must happen and be in place (more or less) by the time presents are unwrapped on Christmas day.
To be honest most of us manage it. We enjoy (or tolerate) the influx of friends and family and for once we seem capable of multi tasking i.e. having a drink, fixing the tree, carving the turkey. Using Christmas as a metaphor, why can’t we do all these things in the workplace? Why can’t we encourage diversity, set objectives, plan and execute strategies?
A subtle clue might be in where the focus lies. As individuals, who do we focus on at work, who do we focus on at home (especially at Christmas)? Now think about where the most dramatic results are achieved!
So far we have considered taking Christmas to work, but what if it were to be the other way around? Here are just a few of the issues that might surface:
The list could be endless. There is a serious point to be made though. Yes we do need some frameworks to work within, and for someone to look out for the less fortunate and disadvantaged, but too many rules and too many people saying NO is stifling.
So its time to decide whether in 2007 you wish to embrace a more creative and productive way of working or wither away under a pile of rules and red tape. Remember, if Christmas really was like work, it would be cancelled. Long live Christmas!
To be honest most of us manage it. We enjoy (or tolerate) the influx of friends and family and for once we seem capable of multi tasking i.e. having a drink, fixing the tree, carving the turkey. Using Christmas as a metaphor, why can’t we do all these things in the workplace? Why can’t we encourage diversity, set objectives, plan and execute strategies?
A subtle clue might be in where the focus lies. As individuals, who do we focus on at work, who do we focus on at home (especially at Christmas)? Now think about where the most dramatic results are achieved!
So far we have considered taking Christmas to work, but what if it were to be the other way around? Here are just a few of the issues that might surface:
- Tall object with pine needles – removed for health and safety reasons
- Three Wise Men – disbanded because of contravention of equal opportunities policy
- Baby in a stable – social services involved, baby now in care, animal rights protesters angry because of displaced donkeys
- Larger house needed – health and safety dictate that there is not enough floor space per human/animal/present
- Christmas dinner cancelled – no proper workstation assessment carried out on dining table and various rickety items of furniture that we use
- No presents – Santa has not been on a manual handling course
The list could be endless. There is a serious point to be made though. Yes we do need some frameworks to work within, and for someone to look out for the less fortunate and disadvantaged, but too many rules and too many people saying NO is stifling.
So its time to decide whether in 2007 you wish to embrace a more creative and productive way of working or wither away under a pile of rules and red tape. Remember, if Christmas really was like work, it would be cancelled. Long live Christmas!
Friday, October 27, 2006
Business Burping
What on earth are ‘Business Burps’ you may be asking? It was a phrase I thought of whilst ... burping. Can you remember as a child when you first let out a burp after gulping a fizzy drink? Wasn’t it a bit exciting (as well as a little bit rude)? Weren’t your parents just a tiny bit embarrassed?
Well Business Burps are a little like this. They have the following characteristics:
So what has this got to do with ‘Business’. First of all Borat is business for his creator. Secondly his appearance is at odds with what has gone before. So if, like many businesses, Sacha Baron Cohen had adopted ‘Best Practice’ we would have just got yet another mediocre comedy film. Instead we got the product of ‘Next Practice’. Like Borat, our new business ideas must be the product of ‘Next Pratice’, a ‘Business Burp’. Not only should your idea be different, its method of delivery or production should be future looking too. So when you are next considering a strategy of innovation or business growth or ‘burping in the boardroom’ then consider
the following:
Well Business Burps are a little like this. They have the following characteristics:
- Something unexpected happens following a period of high energy
- There is excitement
- There is resentment on the part of competition i.e. that’s not fair
- There is some embarrassment on our part to exploit the situation
- The event is likely to be totally ‘left field’
So what has this got to do with ‘Business’. First of all Borat is business for his creator. Secondly his appearance is at odds with what has gone before. So if, like many businesses, Sacha Baron Cohen had adopted ‘Best Practice’ we would have just got yet another mediocre comedy film. Instead we got the product of ‘Next Practice’. Like Borat, our new business ideas must be the product of ‘Next Pratice’, a ‘Business Burp’. Not only should your idea be different, its method of delivery or production should be future looking too. So when you are next considering a strategy of innovation or business growth or ‘burping in the boardroom’ then consider
the following:
- Is your idea unexpected (for the marketplace)?
- Does the energy exist to see it through?
- Does it have the impact for competitors to scream ‘its not fair’
- Can you avoid the fear and other barriers that could stop you exploiting the situation?
- Can this be delivered through new processes or working practices that make it even harder for competitors to copy?
- Are you forward and outward looking?
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