Making Big Ideas Happen Mike Brown - The Brainzooming Group - May 2012 - BigIdeas12
-
Upload
mike-brown -
Category
Business
-
view
4.012 -
download
1
description
Transcript of Making Big Ideas Happen Mike Brown - The Brainzooming Group - May 2012 - BigIdeas12
1
“Making Big Ideas Happen“
with @Brainzooming
at #BigIdeas12
2
3
Hays – Rules in Search of
Problems that Don’t Exist
4
We help make smart organizations more successful by rapidly:
• Expanding theirstrategic options and
• Creating innovativeplans they canefficiently implement.
5
6
7
• Connecting Big Ideas
• Building on Them
• Making Big Ideas HAPPEN
8
Familiar Stuff
Solid Lessons
PossibilitiesNot Sure
What To Do With It
Big Ideas Conference: Mapping Session Ideas
VeryNot Very
Very
How Intriguing Is the Content?
Not Very
How Applicable Does the
Content Seem?
9
Links to Articles
10
Danya Cheskis-Gold
Curiosity
11
DID YOUKNOW
Research and original design by:Karl Fisch | Scott McLeod | Jeff Brenman
12
13
using technologiesthat haven’t been invented . . .
14
in order to solve problemswe don’t even know are problems yet.
15
Knowing Answersvs.
Knowing How to Find Answers
16
QuestioningListening
Thinking CriticallyImagining
17
“What are we trying to
achieve?“
18
ImaginingStrategic
Connections to Make
Big Ideas Happen
19
Similarities
Stark Differences
Shared Elements
Similar Inputs
& Outputs
Sequential Relationships
20
David Raymond
Fun & Creativity
21
22
Brainzooming Ideas
• Use structure.• Keep it fast, furious, & short. • Encourage wild ideas.• Don’t self-censor. • Don’t criticize first. • Generate lots of possibilities.• Capture & save ideas.
23
Kohl Crecelius
Buy a Hat, Change a Life
24
• Distinct to you• You improve all the time• Beneficial to others• Source of energy &
satisfaction
Distinctive Talents
25
“I not only useall the brains I have, but all I can borrow.“
- Woodrow Wilson
26
Tara Dowdell
Diverse Talents
27
Strategic, Innovative
Thinking
Business Experience
Functional Expertise
Creative Energy
28
29
Eric Stoller
Social Networking to Talent
30
31
32
http://farm4.static.flickr.com/3226/2297165464_bd926a093c.jpg
33
John Lahutsky
Imagining Possibilities
34
35
36
37
Disruptive Forces
Dales StephensunCollege
38
Change the Way You Look
39
Strategic Disruptors
40
Strategic Disruptors• A missing feature for someone else?
• Disrupt significant cost areas?
• Digitize a physical element, action, service, scarce resource, or experience?
• Create a service from a support capability?
• More emotion?
• Smooth demand for resources / capabilities?
• Turn in-person into remote interactions?
• Push a big player in a desired market to leave?
41
Cathy Bao Bean
Functional Generalizations
42
What’s It Like?
Your Situation
AnotherSituation~
http://www.ennis-texas.com/Hospital/New%20Hospital/Hospital%20Room%201%20(small).jpg
http://content.answers.com/main/content/wp/en/d/d6/HomeDepotStorefront.JPG
Fixing thingsTake care of
customersEmploy people
Learning takes placeMake money
43
“There's no business like
show business, but there are
several businesses like
accounting.“http://www.nrk.no/img/592775.jpeg
Opphavsrett NRK © 2006
44
Dayna Steele
What Lady Gaga Does
45
http://topnews.in/light/files/Lady-Gaga_149.jpg
How would Gaga do it?
46
Change Your Character
• Pick an Opportunity and a Character / Company
• List Character’s Behaviors
• Apply Approaches to Your Situation
47
Jason Patrick Sands
The Magic of the Stage
48
Personal Needs or
Interests
Emotion
Brand as the Enabler
Memorability
49
Persona• Imaginary, identified person
• Specific needs and interests
• Representative of the audience
• An input for audience needs
50
51
Amber Rose Johnson
Sharing Your Story
52
Audience Needs &
Interests
Compelling Communication
GreatStories
Your Message
53
Seeking
Focused
Challenges
Think
Know
Do
54
Fred Rica
Ask and Answer
55
Recommend
http://images-jp.amazon.com/images/P/067158250X.01.LZZZZZZZ.jpg
• Background
• Recommendation
• Rationale
• Next Steps
56
Molly Barker
Passion and Accomplishment
57
“What are we trying to
achieve?“
58
Practical
Logical
Process Oriented
Analytical
Detail Oriented
Organized
Quantitative
Technical
Passionate
Imaginative
Possibilities Oriented
Creative
Abstract
Innovative
Perceptive
Visual
59
Give It Away
60
61
Charlie Todd
The Irony of Improv(e)
62
Extreme Creativity
63
• Actively solicit input• Listen closely for info & clues• Quickly gauge situation’s structure• Move forward without knowing• Be spontaneous & use instincts• Help others co-participate• Work and build on others’ parts• Develop multiple talents• Continually refine
64
http://www.geocities.com/robertsontony/images/photo17.jpg http://regmedia.co.uk/2006/03/08/google_whiteboard.jpg
Leading Innovation
Really?
65
Eric Qualman
"If you can dream it, you can do it."
66
67
PMIR•Plus•Minus•Interesting•Recommendation
68
69
We help make smart organizations more successful by rapidly:
• Expanding theirstrategic options and
• Creating innovativeplans they canefficiently implement.
70
Taking the
Out ofInNOvation
Mike Brown
71
Make sureYOU aren’t
the NO!
72
73
74
75
76
77
v