Unleashing the Power of Diverse Minds

Unleashing the Power of Diverse Minds

Following is a guest post from our friends over at Long & Short of It, masters of ideation, customer insights and market research. They like to say they “dig and find lots of data and then turn it into actionable insights.” Following is their guest post. 

Innovation has always been an indispensable driver of progress, reshaping industries, and propelling businesses forward. But why do some organizations just do it better than others? Those organizations practice an important principle – they embrace diversity.

It’s often thought that innovation is the domain of a privileged few, characterized by ingenious thinkers, executives, creatives, or right-brainers, who single-handedly come up with brilliant ideas. However, the true essence of innovation is far more empowering and all-encompassing—it is a quality that resides within every individual, regardless of titles, roles, and backgrounds. A cornerstone of our ideation sessions has therefore always been including a wide variety of individuals to participate in the process of creating new ideas.

Diversity of thought

No one has a monopoly on creative thinking or the ability to see things from a different perspective. And yes, while certain individuals may innately be more creative thinkers, the potential for innovation is available to everyone. In the right conditions, anyone can be an idea machine.

Change things up

Encouraging individuals across all levels to share their unique insights and ideas creates a culture of problem-solving. During many typical brainstorming sessions, you will find similar people, going into a typical conference room, in front of a whiteboard, with the idea that in this sea of sameness, new ideas will be generated. That poor team is doomed from the start. It’s not so surprising then that the ideas are less innovative and more likely just incremental improvements.

Nurturing a culture of innovation

Organizations can enhance their innovation capabilities by:

1.    Embracing Inclusivity: At your next brainstorming session, stretch the boundaries of who you would normally include. Invite individuals from other departments, interns as well as executives, and even some from outside your organization.

2.    Changing the landscape: Please just have your brainstorming sessions anywhere but in the usual space. Go outside if you can, a different building, anything but the same room where you may have always held these types of sessions. There’s a reason why new thoughts blossom by simply taking a walk or an activity that breaks your normal routine.

3.    Following through: Don’t ask for ideas only to ignore them. It’s important to not only have a wide variety of people participate in the ideation process, but also to stay engaged with them through the entire life cycle. Not all ideas are good ideas, but all need to see how their collective ideas are implemented, transformed into something even greater, or possibly shelved as a future potential initiative. And most importantly, helping them understand why.

4.    Acknowledge and communicate: Recognizing and applauding innovative contributions—regardless of their scale—reinforces the principle that everyone plays a pivotal role in propelling innovation. Even if not everyone in the company can participate in some form of an innovation session, if you are encouraging their input and ideas, ensure it is being acknowledged..

5.    Fostering a creative environment: It can be difficult to just ask people to take the time and go be creative without providing them with the resources to do so. Your organization doesn’t have to go as far as Google’s famous 20% policy where they allow employees to spend at least 20% of their time on pet projects, but there needs to be some allocation for people to take on the added role of helping your organization come up with breakthrough ideas.

Creativity resides in the heart of every individual across your entire organization. It should not be an annual event or a special exercise, but a mindset embraced by the company, backed with up with processes and support. Even if innovation sessions are often led by marketing or your strategic planning group, it’s important to remember that they may lead the process, but all are involved. Your organization’s ability to harness the full breadth of everyone’s innate capability to tap into their creativity holds massive potential for innovative progress.

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How to Make Complex Ideas Simple

In marketing, we must take complex ideas and simplify them for our audiences. Sometimes it can be difficult in the midst of the chaos.

Following is a guest post from our friends over at Long & Short of It, masters of ideation, customer insights and market research. They like to say they “dig and find lots of data and then turn it into actionable insights.” Following is their guest post. 

Your organization may be complex, with a wide variety of products and services, and you have a lot you want to say. However, too often in our excitement to tell the world about how awesome we are, we tend to say too much and only end up confusing people. Finding a way to simplify your message and distill what your company has to offer is important.

THE FOREST THROUGH THE TREES

Why it’s important to simplify varies based on what you are trying to do. If you are advertising or posting on social media, you only have a few words or seconds to get your message across. Just look at any billboard. Most are an awful mess. They attempt to say too much – often, the font is too small and there are confusing images, and the result is a message that gets lost in the medium.

Or you may have a complex service with many offerings and need to find a way to summarize what you do and how it’s done, otherwise people will get overwhelmed. They won’t understand what sets you apart from your competition and why they should buy your product or service. Have you ever read through a website or a brochure and even after a few paragraphs, you still aren’t sure what they do or the simple thing you think should be easy to find is just not evident? Yeah – sad because these are just all lost opportunities.

SO HOW DO YOU MAKE THE COMPLEX SIMPLE?

There are many way to do this, though one of our favorite exercises to conduct with a client is taking them through a value attribute map or process.

  • Begin with listing out your product or service features. Write them out in a horizontal row. Keep it to the most important 5 to 7 to start with. For each feature, identify the benefit to the user, and write that above your row of features. For example, my travel mug (S’well for Sue/Yeti for Dean) is thermally insulated. That’s a feature. The benefit is it keeps my coffee or tea hot for a long time. Keep in mind, a feature can have more than one benefit.

  • The next step is the most important – keep laddering up. For each benefit, describe why you believe that benefit is important to your target audience. What value do they attribute to that benefit? You have to look at this from your target audience’s perspective – an outside-in approach. Following through from the travel mug example, the reason I value my drink staying hot for a long time is because it tastes better hot, saves me time from having to re-heat, and it’s one less thing to worry about through my crazy day.

  • Do this for every feature. You may and should find that many features end up having the same benefit and end-value. And that’s the key. It’s laddering up to what is most important to your target audience.

  • Think about those end values – your key message is in there. It won’t say everything you may want to, but it’s the perfect way to get the initial message across and break through the clutter of competing messages. You don’t have to tell them everything at once, just enough to help them understand what makes your product/service meaningful to them and unique enough that it gets them to want to learn more. And then that’s your opportunity to then tell them more.

Using a value attribute map is just one way to help bring clarity from chaos. There are other methods, and they have many things in common such as getting organized, creating hierarchies, and thinking about what is important from the perspective of your target audience. Because in the end, it’s about the audience, not about you.

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It’s That Time Again — Strategic Planning

It’s That Time Again — Strategic Planning

As we enter into the final quarter of 2020, (and we think we can say with absolute certainty that we are all anxious for 2020 to be over!) we find ourselves in the midst of strategic planning for the upcoming year. 

Our friends over at Long & Short of It, masters of ideation, customer insights and market research, provided some thoughts on strategic planning during this unprecedented time. Their mantra is “dig and find lots of data and then turn it into actionable insights.”  Following is their guest post. 

We’re all a bit tired. Psychologists are calling it pandemic fatigue and even Zoom fatigue. It’s basically just getting burned out because our normal routines have changed for a prolonged period of time and we don’t have a good sense of when we’ll finally settle into our new normal (not our favorite term either).

STARTING A NEW WORK INITIATIVE MAY BE HARDER THAN IN THE PAST. 

But there are some basics that must continue or are now in need of a reboot, such as updating your strategic plan. If your organization doesn’t have a strategic plan for 2021 or if it was created pre-pandemic, now is the time to either create one or revise the one you had. Customer purchasing patterns, competitor strategies and other factors have dramatically changed since early this year.

According to McKinsey, over 75% of U.S. consumers have tried a new shopping behavior since the outbreak of COVID-19. They have either tried new brands or shopped at a different retailer. They are also caring more about how companies take care of the safety of their employees and the company’s purpose.

Companies are also pivoting in what’s being called the big reset. Leaders are modifying how they manage, technology use has increased, core processes modified, and they are finding new ways to innovate. It’s very likely your organization has been doing a lot of these same things. If so, your strategic plan needs to reflect these changes.

A GOOD STRATEGIC PLAN IS GROUNDED BY YOUR MISSION AND BUSINESS OBJECTIVES.   

Once those are established,

  • Update the insights you have on your customers, competition, financial performance/drivers, and other areas as needed (legislation or political landscape, technology developments, employee engagement, etc.).

  • Review and validate if your vision for where you want to be in the next 3 to 5 years is still what you want to achieve.

  • Review or develop the strategies and supporting tactics to achieve your vision.

  • Finally, ensure metrics are in place to measure your progress along with how the plan will be managed.

A PLANNING SESSION CAN HAPPEN VIRTUALLY.   

With many teams working somewhat remotely, this can be done virtually. We’ve done it this way and can help you with it. Let’s chat and learn how to effectively run a strategic planning process virtually. It can be surprisingly fun and more productive than some in-person sessions. It’s important to do this now and not hope that your original map is good enough since the road to your destination is very different.

Here’s another guest post from Long & Short Of It: “Generic Values=Generic Culture”

 

 

 

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