The Innovation Imperative: Why Companies Must Innovate or Perish

Posted on July 10, 2009 by admin

1150049_pottet_plant Some time ago, Steve Jobs was quoted as saying, “Innovation distinguishes between a leader and a follower;” and that statement has never been more meaningful than it is today. At a time when the even the most fundamental elements of business success are being reevaluated and redefined, one thing becomes increasingly clear: innovation is no longer a “nice to have;” it’s a “must have.” If innovation distinguished between leaders and followers in the recent past, today it increasingly distinguishes between survivors and the barely breathing. Innovation is the new Darwinism in business; the choice facing companies today is simple: innovate, or perish.
The companies that will survive today’s economic environment and succeed in tomorrow’s are those willing to continually reinvent themselves, their products, their brands, their processes—in short, the way they do business. Many organizations are even looking for innovative ways to innovate, replacing traditional brainstorming techniques with new, more inventive processes like SmartStorming, 3-D Ideation, Six Thinking Hats, Mind Mapping and others. Introduce the world to the new new thing, the bleeding edge technology, the better mousetrap, the reinvented paradigm and there’s a good bet you’ll remain ahead of the curve and be around to reap the rewards in the future.

The Innovators

The topic of innovation certainly isn’t new; it’s been the business buzz word for several years now. We’ve all read about it in business magazines and heard the reports on financial news stations. Harvard Business School professors lecture on it at conferences and scores of books address it. And the same companies are consistently held up as the elite innovators—Apple, Google, Nintendo, JetBlue, Toyota, Target (and today again, WalMart). And there are hundreds and even thousands more you’ve never heard of, visionary companies that are seizing the opportunities (yes, opportunities) presented by the current economic phase, breaking the rules, establishing new standards, delivering incredible value, and then starting that process all over again…and again, and again. These companies come in all shapes and sizes, and exist in every industry—technology, biotech, pharma, automotive, consumer packaged goods, retail, you name it, they’re out there, outthinking and outdoing everyone else in their fields. Whatever they’re playing field, they all have one thing in common: they innovate.

Three Not-So-Easy Choices

Today, businesses face three choices. In many cases, none may be easy to make.

1. Actively innovate. Stay at the forefront of their industry and their competitive set, doing whatever it takes to meet constantly evolving market conditions and consumer demand.

2. React. Wait for others to set the standard and play catch-up, forever scrambling to match the latest development introduced by market leaders.

3. Do nothing. Stay right where they are, do their best to survive, and almost certainly stagnate, eventually drifting into irrelevance, and finally, extinction. Innovate or perish.

Innovation of the Individual

By the way, the innovation imperative doesn’t only apply to businesses; it’s a challenge facing individuals, as well, again, even more so today. Each and every one of us who collects (or hopes to collect) a paycheck has at least one consumer, the person responsible for our professional future. Individual employees must also continually reassess their approach and establish their value, or face the same dismal fate as their corporate counterparts. In fact, while we are currently facing increasing jobless numbers, still more than 90% of the workforce remains employed. While in many cases circumstances beyond the control of the individual are responsible, what might that 10% do, innovatively, that could help them make it back into the 90%?

Work Your Innovation Chops

The time to develop an innovation orientation is not tomorrow or next week or in the third quarter. It’s now.

Begin actively searching for new, better, more productive ways of doing things. Utilize proven innovation tools—advanced ideation techniques, new technologies, breakthrough processes. Adopt an “innovation mindset,” asking yourself every day, “How could I do this better?” Turn yourself and your organization into an Innovation Machine. You will not only survive this evolutionary upheaval, you will thrive.

Mitchell Rigie and Keith Harmeyer have a combined 40+ years experience working in the strategic marketing communications field. SmartStorming: Advanced Training in Innovative Thinking is the result of their personal experience and expertise, as well as extensive research and practical application. To learn more about SmartStorming, visit http://www.SmartStorming.com .

Adopting Innovation in Business

Posted on July 10, 2009 by admin

Consider this… What if instead of the compact and featherweight mobile phone that you use today, you had to carry around one of those huge phones prevalent in the early 1990′s? You can heave a sigh of relief that it was just a thought; courtesy of the innovators who spent many years of their lives, designing this ‘mini-world’ for all of us, just the way it is now.
However, this did not come easily. Innovation has to be incorporated into an organizational culture if such revolutionary and landmark achievements are what we are aiming to achieve.

Ideally, a culture is thought of as a set of opinions, attitudes, norms, beliefs, and values, while innovation is the implicit and explicit result of the creativity and knowledge of the individuals working within this organization. However, just coming up with something that is ‘out-of-the box’ doesn’t mean that it will always work – often due to organisational circumstance, because even though a fruitful innovation can be turned into a reality, there are still many factors which derail incredible ideas from reaching their destination. With the passing of time, innovation has gone far beyond the concept of simply generating creative ideas; it’s something which can now be seen as the culture of a business. This ‘innovative culture’ can often be the difference between a ‘successful’ and a ‘not-so-successful’ organization. Such a culture strives toward developing an attitude of continuous learning and improvement in the employees.

Every organization has its own unique culture which differentiates it from all of the others, and the success or failure of any of these businesses depends largely on how well this culture is managed. An organization with a well managed innovative culture almost always expands more rapidly than an organization without this understanding. In the case of an organization with a poorly managed culture, integrating and linking with the innovation of an existing culture is not an easy task, as this requires careful consideration, consistent motivation and an unwavering pursuit toward change.

Here are a few factors organizations should utilize for the integration of innovation into their culture:

1. Intellectual Property – This is the most important ingredient of an innovative culture. Regularly bringing up ideas in discussions or debates creates a continuous process of refinement, and these brain storming sessions infuse the members with enthusiasm, thereby stimulating the participants to come up with even more ‘never thought of before’ solutions.

2. Technology – Ownership of ‘tech’ and the process of upgrading these technological advancements are both other aspects which need consideration. This structure acts as an interface between knowledge and products, and is therefore responsible for the materialization of concepts from paper into tangible and intangible services.

3. Effective Leadership – Effective leaders are those who, in the organization, continuously integrate and motivate the creative thinking of their peers and subordinates.

4. Proper Communication – Proper communication is essential for making correct information available, at the right place and at the right time. Miscommunication at the smallest level in an organization can play havoc with even the most brilliant innovative idea.

To be competitive in our changing business world, businesses require their individuals to develop innovative ideas consistently. These innovative ideas can help any organization traverse difficult phases of business smoothly, as companies can sell such innovative ideas in a slump period of a business cycle, or reap maximum profits during a time of strong market share.

Alan Gillies is the Managing Director of the L2L Group, specialising in providing Executive Coaching, Training and Consultancy Services to Businesses across the Globe. Want to learn more about these business success strategies? Get Alan’s popular FREE ebook today!

Are you the next Donald Trump or Richard Branson?

Posted on July 9, 2009 by admin

1195868_shoe_mussel Have you got what it takes to be a world class entrepreneur? Or would you be better off as a senior executive in the corporate world?

In a recent White Paper on Competitiveness, the UK Government said “Entreprenuership and innovation are central to the creative processes in the economy, to promoting growth, increasing productivity and creating jobs. Entrepreneurs sense opportunities and take risks in the face of uncertainty to open new markets, design new products and develop innovative processes. In the knowledge-driven economy this process is critical in large and small businesses alike.”

If you are an aspiring entrepreneur, a useful starting point would be to assess your own competencies. Ask yourself: how do I compare to the Donald Trumps or Richard Bransons of the world?

A study of 17 successful entrepreneurs identified 9 competencies that can predict, with about 80% accuracy, which individuals have the characteristics of successful entrepreneurs of the future.

This study showed the entrepreneurs to be people who are driven and focused, with a huge capacity for work. They also revealed themselves to be individuals with high levels of integrity and a democratic and generous approach to sharing success. They had an eye for developing a business that would stand the test of time and that would contribute to their local community.

But what made these individuals truly outstanding is the passion they have for what they are doing. That passion feeds their success and drives them forward.

Dr David McClelland, Emeritus Professor of Psychology at Harvard University, one of the world’s leading authorities on leadership and motivation, proved that entreprenueiral behaviours can be developed and that once these behaviours are developed, business performance improves.

If it is possible to develop these entrepreneurial behaviours, how do you do it?

Firstly, make sure your chosen field is something that really grabs you, something you believe in completely and can talk about confidently. Remember you will have to convince others it’s a good idea and there will be some risk-taking involved! Know your stuff, know your market, know your limitations, and then go beyond them.

Take the initiative – if you don’t do it no one else will! Or if it is a really good idea, if you don’t take the initiative someone else might! Take the lead on issues and set a good example for any employees you might have and also to the investors.

Set goals and performance measures for your people so that you can assess progress. It’s a give and take world so reward your employees when they do well (but only when they do well).

Be honest with yourself about how well things are going. Communicate closely with your employees and tell them if they’re not up to scratch. They can either shape up or ship out. The Donald Trump “You’re fired” line in The Apprentice TV show comes to mind.

Take care of yourself psychologically. You are the visionary, the leader. When things go right, make the most of it, feel good about it and use that to move on to the next challenge. Beyond the competencies, there are practical skills that the entrepreneur needs to develop. There are hundreds of things to consider when setting up a business – planning, getting funding, selling and everyday administration such as health and safety and payroll.

Above all, individuals must respect the huge amount of personal sacrifices successful entrepreneurs have made along the way and also recognise that success owes a lot to hard graft, determination and long hours as well as drive, commitment and a brilliant business concept.

Copyright © 2009 Chiswick Consulting Limited; Pam Kennett is Founder and Director of WealthBeing. Pam has worked with entrepreneurs to help them establish their businesses. WealthBeing is a wealth education and coaching company which helps individuals develop practical skills and knowledge to build their wealth. For free resources, downloads and articles visit http://www.wealthbeing.co.uk or contact Pam direct at mailto:pam@wealthbeing.co.uk

“Courting The BIG Innovation: Part #3″ — (It’s All About The Thinking)

Posted on July 8, 2009 by admin

1197204_spanish_marguerite With some clarity on what you want to achieve and some understanding about who you need to become, you now look to the obstacles standing in your way to the BIG innovation. Although many small hurdles cross your path to innovation, the really big obstacles reside within the innovator. They include the ego, the motivation, and the desired recognition. These are the slowly diminishing Siren songs and Circe visions. Confront them.

WHAT IS STOPPING YOU?

EGO — To confront this obstacle, question who you really are. How much do you doubt your ability to innovate? Question it? Retreat from it? Delay it? How do you react when people criticize or challenge your ideas? Defensive? Accepting? Threatened? Fearful? How do you define yourself? Name? Occupation? Title? Degrees? Accomplishments? In what areas are you judgmental? Other people’s behavior? Other people’s ideas? Solutions proposed by others? Other people’s conclusions?

As you contemplate these questions, remind yourself that life consists of small things. These small things, when connected, grow into landfills of mental debris. As the debris accumulates, the ego grows. As the ego grows, it becomes a hungry creature that must be fed regularly — breakfast, lunch, dinner, and snacks in between. It munches on your dreams, your imagination, your commitment to innovation. Put yourself on an ego-diet. Systematically, dismantle the landfills. Remove the debris. Free yourself, to the greatest extent possible, of all ego entanglements. The freer you are of this menace, the easier you will envision innovations.

MOTIVATION — To confront this obstacle, question why you want to be a BIG innovator. Impress people with your performance? Conquer your perceived mountains? Control other people? Accumulate riches? Achieve prestige? Establish bragging-rights? Win arguments? Share the glory? Increase awareness? Avoid ready-made answers? Penetrate the unknown?

Again, remind yourself that life consists of small things. Your positive motivation directs you toward creativity, toward making the world better, toward being able to hear the whispers of emerging ideas. As you move away from argument as motivation, your world increases in its silence, a silence that lets you hear the voices speaking to you from your deepest self. These voices sing not the Siren songs; these voices guide your in what you love. These voices do not speak of terrifying visions; they focus your attention on your creative imagination.

RECOGNITION — To confront this obstacle, question what recognition you want for your innovating. This obstacle is the most complicated. EGO and MOTIVATION are within you, in your control to change. RECOGNITION is something so deeply embedded in cultures that undoing it as an obstacle demands the release of long-held practices. From the earliest steps of childhood, we encourage. As children grow we reward them with money, with badges of accomplishment, with diplomas and degrees to applaud knowledge gained. As people reach adulthood, the forms of desired recognition change to honors, to prizes, to awarded titles and degrees.

Again, remind yourself that life consists of little things. Each plant in a garden creates it own space but demands no recognition for the creation. It simply draws upon itself. Each innovation creates its own space within you. Each innovation tries to penetrate the unknown. Each innovation forces you to grope in the dark. Each innovation exposes “again ideas” that are simply re-workings of the past. Each innovation moves you closer to other innovations. Ideas are never finished. Some are given away to others. Some are nurtured to maturity. Some change the world in ways that cannot be imagined. Therefore, seek not the recognition, seek only what connects you to the future that makes the world better.

To further help you understand people who do not covet personal recognition, conduct a search on “Vinton Cerf,” and “Tim Berners Lee.” The simple things the two men did changed the world in their own lifetimes. Each in his own way gave innovations to the world — free of charge. Without them, no internet, no world wide web. To find others, search for “people who refused Nobel prizes.” Do not let desired recognition interfere with the work of the innovation.

In the end, you must confront all of your own obstacles — the temptations of the Siren songs and the visions of Circe. Innovation begins as a solitary activity. However, as you share your ideas and your love of the work you do, people who want to help gravitate to you. You move beyond the simple call to innovate and the seduction of unrefined dreams in your head. You began your Odyssey by courting the BIG innovation. The courtship now ends. The music and visions still exist. You are now free of the diversions. In the end, you marry yourself to the ideas that please you, the ideas you love. You, too, can change the world.

Virginia L. McBride, The Haven Maven Founder, EPROW Images Creator, “IT’S ALL ABOUT THE THINKING” Virginia builds personalized “thinking environments” to strengthen innovative thought. Working with EPROW Images, clients identify what stops them. With achievement, becoming, and obstacles clear, BIG Innovation really emerges. To qualify for a free 30-minute consultation, submit a “pitch” through EPROW’s PAPPY program => http://www.eprowimages.com

A Simple (and Workable) Definition of “Innovation”

Posted on July 8, 2009 by admin

1197436_gods_bug The word “Innovation” has earned the dubious distinction of being one of the most overused and misunderstood concepts in business. Today’s tumultuous economic climate has sent companies across the globe scrambling to decipher the secrets of Innovation and to find ways to quickly download it throughout their organizations. Innovation fever is everywhere.

In the corporate gold rush to innovate, it appears that few, if anyone (including no doubt the vast majority of CEOs and senior managers) is pausing long enough to comprehend what the word “Innovation” actually means. A common misperception is that it simply refers to the process of turning a new idea into a successful commercial outcome.

So, what exactly is “Innovation”?

Unfortunately, there is no simple, one-size-fits-all definition that clearly explains it. In fact, most traditional definitions of the word are shockingly vague. How vague? Take the Merriam-Webster dictionary, it defines “Innovation” simply as: “The introduction of something new; a new idea, method, or device.”

New idea = Innovation?

Clearly that definition is inadequate. There are millions of new ideas, methods and devices introduced each year… yet the marketplace deems only a small fraction of them “innovative.” In fact, the majority of new ideas end up forgotten, ignored or discarded.

If we keep searching, better definitions begin to arise. For instance, Wikipedia’s dictionary adds another dimension to the concept by stating that Innovation is: “The creation of new ideas or things; Forward looking; ahead of current thinking.”

New idea + Ahead of current thinking = Innovation?

While that sounds…well, more futuristic, on closer inspection it too falls short. Haven’t we had “forward looking” ideas about flying cars, 2-way video telephones and establishing colonies on the moon since the 1964-65 World’s Fair? So we must add “doable/viable” to the equation. In the business world, that usually translates to “commercially viable.”

New idea + Ahead of current thinking + Doable/ Viable = Innovation?

Here we begin to see a more concrete description emerging. However, for an idea to be considered truly Innovative it must possess qualities that go beyond “new” (novelty), “ahead of current thinking” (vision) and viability (doable). There is a fourth essential quality that helps catapult one new idea, product, service, or process above all others in its class. A quality that infuses it with that game-changing competitive edge we call “Innovation.”

Australia’s leading innovation guru, Roger La Salle, helps provide an important insight into this fourth mysterious quality when he defines “Innovation” as…”Change that adds VALUE.”

The added value La Salle is referring to are those special attributes or benefits that make a new product, service or process: “faster,” “smarter,” “simpler,” “easier-to-use,” “more convenient,” “more powerful,” “longer-lasting,” “safer,” “better tasting,” “more comfortable,” “sleeker design,” “more efficient,” “more affordable,” “more satisfying,” “more exciting,” etc., etc. Added value is the quality that makes something unique and highly desirable.

New idea + Ahead of current thinking + Doable/ Viable + Adds greater value = Innovation!

If we put all these essential pieces together to create a simple, well-rounded definition to explain what Innovation is all about, it might sound something like this:

“Innovation: A compelling new idea that’s marketable and provides greater value than anything currently in its class/category.”

Once we gain a clearer understanding about what the word Innovation really implies, it doesn’t sound so mysterious, does it? In fact, when we get passed all the media hype and confusion, the Innovation process is really about the practical application of inspired creative thinking to create something better. A simple winning formula for success. Pass this understanding along to your CEO. Hey, you never know!

Courting the BIG Innovation: Who Do You Need to Become?

Posted on July 7, 2009 by admin

1137017_sunflower___21 Although you may not have completed your thinking about what you want to achieve, you can certainly begin your thinking on the next phase you need to explore before committing to courting the BIG innovation. This phase has three components: assumptions, behaviors, character — the A, B, and C of your personal assessment.

WHO DO YOU NEED TO BECOME?

As you embark on discovering the answers to the question, “search” should be your constant companion. You can start with “list of characteristics of innovators.” Look at each one deeply. You do not want to be blinded by your own ignorance of what is involved. Remember the Sirens still sing their seductive songs and Circe still clouds your vision. Be open with yourself. Be honest in your assessments.

ASSUMPTIONS — With your list of characteristics of innovators in hand, start identifying assumptions or beliefs you hold about any of the characteristics. Neither good nor bad, assumptions color the way each of us sees the world. An innovator has a richer and much more complete palette of colors. You need only to acknowledge the assumptions you hold, not necessarily change any of them. For example, think about the assumptions you hold related to the work environment and to workers. Think about assumptions you hold about time. Think about assumptions you hold regarding other people, their beliefs, their behaviors, and their character. If you need more “assumptions” to consider, conduct a search with “list of assumptions people hold.”

Again, look at each one deeply. Ask yourself, “How does this assumption affect the BIG innovation I envision?” As you understand each assumption, re-visit the thinking you did with “What Do You Want To Achieve?” Jot down any changes you anticipate making. After all, the Odyssey is still yours. You are free to change the BIG innovation details at any time.

BEHAVIORS — Return to your list of characteristics of innovators. Identify the behaviors, the “doing,” that you anticipate is related to each characteristic. Also, list all of the behaviors that you believe you possess already. What are you really good at doing? What do you do when you play? What do you do when you are confused or frustrated? What do you do when you are successful? How do each of these “do” behaviors mesh with your understanding of what an innovator needs to do?

When you have drained your brain, look at the people around you — friends, co-workers, even strangers. Identify the behaviors you believe are needed in your innovation “luggage.” If you believe you might have missed some good behaviors or some bad behaviors you need to watch for, conduct a search with “list of behaviors.” Pay attention to those behaviors that relate to professional behavior. Now, re-visit your thinking for “What Do You Want To Achieve?” As you understand the relationship of any particular behavior to your success with the BIG innovation, jot down any behaviors that you want to strengthen, add to your repertoire, or find in others. Adjust your BIG innovation as needed.

CHARACTER — Return, one more time, to your list of characteristics of innovators. Identify the values associated with each characteristic. Ask yourself, “What do I really like about me?” Take each of your answers and associate it with one or more characteristics of innovators. Try to identify how you exhibit each character trait to others. If you find you do not have all of the traits you believe are vital to the success of your BIG innovation, conduct the same inventory building with both your formal and informal people-networks. If you believe you might have missed some character traits, conduct a search with “list of character traits.” Pay particular attention to traits that you might not have considered. Evaluate each one for its possible role in your success.

Re-visit, one final time, your thinking for “What Do You Want To Achieve?” Make any changes that you believe are needed. Because you have assessed who you are, you should have a detailed picture of who you need to become. If you cannot fill the gaps yourself, look to the people who can fill those gaps. They become your travel companions on your Odyssey. As you gain personal confidence in what you want to accomplish and in understanding who you need to be, the Siren songs fade and the Circe visions blur. The BIG innovation becomes more real. [Look for Part 3 to follow soon. Your Odyssey planning is almost completed.]

Virginia L. McBride, The Haven Maven Founder, EPROW Images Creator, “IT’S ALL ABOUT THE THINKING” Virginia builds personalized “thinking environments” to strengthen innovative thought. Working with EPROW Images, clients describe who they need to become. The description maps the action plan. To qualify for a free 30-minute consultation, submit a “pitch” through EPROW’s PAPPY program => http://www.eprowimages.com

Nine Personality Traits That Shape Innovation

Posted on July 6, 2009 by admin

1126972_pumpkin_flower_bud Thomas Edison, possibly America’s Greatest Inventor, was once described as having “an inexhaustible resource and fertility of ideas when it came to practical solution finding. He could juggle multiple projects at the same time and “turn a problem around” from every angle to see all the possibilities, generate ideas, make creative connections, and discern patterns. At the height of his exploration into electrical power, for example, he worked on forty projects simultaneously. Edison credited this remarkable ability to what he called his “mental kaleidoscope.”

Kaleidoscopic thinking is what differentiates idea generators from successful innovators. Once management bets its future on innovation, creating an innovation-driven culture is a must. This starts with identifying who the people are capable of kaleidoscopic thinking. We have identified nine personality traits that shape the innovative mind-set.

Curiosity is an important ingredient of innovation. Innovators are forward thinking and open to new ideas. The highly curious individual imagines and pursues possibilities. They do not limit themselves to probabilities. Curious people don’t take information at face value. They probe. They tinker. They don’t ask “what to do” but “what if.” They want to know “how” something works and “why.” Too many managers think they are innovating when they initiate and approve trivial projects which turn out to be merely superficial ideas. That is like throwing seeds on stony ground; they might sprout but they do not take root and grow into anything useful. Successful innovators ask lots of questions which stimulates even more questions.

Risk-taking and critical thinking. A curious, imaginative mind-set is not enough today. The ability to embrace risk is a necessity as well as the recognition that with risk comes failure. Working with a number of clients who are assessing their leadership bench strength (aka succession planning), we’ve discovered that many experienced managers, who have come up through the ranks, become more risk averse when the stakes get bigger. To many management teams, taking risks suggests carelessness and waste. But competent innovators possess high level critical thinking skills too, extracting success from claws of chaos. (In deference to many managers, risk aversion is not their fault. Most business incentive plans don’t value innovation. Performance systems compound the problem. They reward operational efficiency, reducing costs, or increasing sales and penalize people for taking risk and making mistakes, fundamental ingredients for innovation. )

Resilience and Self-Control. Innovative cultures recognize that many innovations are going to fail. A lot of managers just don’t have the stomach for that. They want ideas that work, and they want 95% assurance that what you’re proposing is actually going to pay off. You can’t do that with innovation. Innovation takes a certain amount of guts. That means two additional traits required for innovation are resilience and self-control, the desire to keep going against all odds and not burnout or become stressed out during the process.

Interpersonal Skills. Many innovative projects die due to a failure to communicate. Top managers often put the best technical people in charge, not the best leaders. Technically oriented managers assume ideas will speak for themselves. When they do speak, they use a language that mystifies their audiences. Innovation teams that are assembled without consideration to interpersonal skills find it difficult to take advantage of the different strengths various members bring to a project. Communication is strained if not avoided and knowledge is shared incompletely on an as needed basis.

Collaboration. To innovate, you must collaborate. Collaboration is no longer something you do when assigned to a special project, but it is a continuous, spontaneous approach to work exhibited by all employees all the time. The winners will be those that enable their employees to create more profits by putting their collective mind power to better use.

Dealing with Ambiguity or Paradox and Working at a Fast Pace. Finally new findings in our leadership research show that the ability to deal with complexity and work (and think) at a fast pace are critical skills. They seem to be at a premium these days. Many managers who were initially selected as the prototype to which potential successors would be compared are failing under the fast changing pace of dynamic markets and the complexity of competition. The capacity to innovate isn’t enough if results don’t outpace the competition and unexpected challenges derail the people in charge.

Knowing your company’s readiness for change and tolerance for innovation are two big hurdles to jump before declaring innovation is the critical strategic driver that will grow your business. Without having the right people with the right mindset to deploy your business plan, your vision will be more a blur of possibility than a kaleidoscope of opportunity.

Copyright © 2009 Success Performance Solutions; Ira S Wolfe is president of Success Performance Solutions and author of The Perfect Labor Storm 2.0: Workforce Trends That Will Change the Way You Do Business. He is considered one of the nation’s authorities on hiring the right people, managing the generations and workforce trends.

Pragmatic Branding: Small Business, Big Image

Posted on July 3, 2009 by admin

1191452_lime_flower_2___ All businesses, great and small, start with an idea. From huge multinational conglomerates to your neighborhood pastry shop, somebody thought “Hey, This could actually work!”

Branding Impacts Your Success

Unfortunately, an idea is not enough to start a business. From investment to management know-how, there are thousands of ways a business can find success – or failure. One thing nearly all companies have in common is that they need to assert control about how the public perceives them.

This public perception can be swayed, directed, nourished, and influenced by your branding strategy. And your branding strategy can be used to help your business thrive by creating a professional image and growing with it.

Small Business, Big Image

It’s easy to think of branding as what large organizations need to actively develop. The truth is quite to the contrary – small businesses can make great use of branding. In fact, small businesses need to focus on creating and managing their image just as much as large corporations.

Creating a professional image doesn’t need to be complicated, it doesn’t need to cost a fortune, and you don’t need to own an about-to-go-public company. No matter what the size of your company, creating a professional image will instill customer confidence in your business.

Would you buy a service from a web site that didn’t appear to be professional? The answer is probably no. So, how can you create a professional image for your small company? How can you be pragmatic in your branding strategy, if, for example, you can’t afford to host focus groups, advertise in print publications or sponsor community events? You can be resourceful, both budget-wise and creatively.

Start off by developing a logo and slogan for your business that succinctly represents what you offer. Its main purpose is to show people what makes your business different from the competition.

1) The look and feel of your logo, your visual representation, should reflect the qualities you want the public to associate with your organization and how it is positioned uniquely from other companies. Does your company appeal to a young, party-going market segment? Choose bold, bright colors and funky message. Trying to attract established business? Stay with corporate colors and a benefit message.

2) Creating a big image isn’t just about the graphics you choose, a slogan or tag line can repeatably send your message. Think of tag lines that convey what you want people to associate with your firm: “The name you can trust,” or “Your #1 Source.” Use a descriptive or emotional phrase that may not use these specific words, but communicates a sense of expertise, loyalty, benefit or trust.

To make your business stand out from others, first brainstorm about what your company represents or what people will experience while using your products or services. Craft a slogan that uniquely differentiates what your business offers.

(Marketing Tip: Create a really compelling and useful combination by balancing the logo and tag line – make one emotionally appealing and the other more descriptive of your product or service.)

3) Maintain continuity as you carry your theme into your web site, collateral and signage as well as in the new media marketing tools like an internet video commercial or webinar slide presentation. Innovative and effective tools are a way growing your brand image that others will see as integral to your corporate image.

Act The Part

You have created your logo, defined your slogan – what is next? To develop a brand, you need to follow through with good practices so your customer’s experience is aligned with your brand. From ensuring that work is done to the customer’s expectations every time, to making sure your employees maintain your standards, you will brand the company from within and it will reflect outwards.

All companies start small. Creating a brand now allows your company to evolve with it as you grow. As your company changes, your brand will adapt, but today’s core elements, such as commitments to product quality or customer satisfaction, will likely remain the same.

Mary W. Brophy is a writer, serial entrepreneur and creative force behind a new handbag trend – personalized logo bags. Her company, Bizz Bag, Inc., gives business people a fashionable way to flaunt their logos on handbags and shoulder bags. To see a savvy and innovative promotional product that creates brand staying power, visit BizzBag.com

Courting The BIG Innovation

Posted on July 3, 2009 by admin

1199966_sunbeads Wanting to hear the Sirens’ songs but not succumb, Odysseus fought off the music by asking his crew to tie him securely to a mast. To save themselves, the crew filled their ears with beeswax. Odysseus sought counsel with Circe. The seductive, magical Circe offers instructions. She comes in the night with visions to terrify the weak. She makes the woods move and the ground rumble. She tempts you with possibilities. The Innovation Sirens call to you. Their magical songs play in your head. Circe sends you visions of future realities. Her visions awaken even the deepest sleeper.

If what you desire is the BIG innovation, you must understand what this desire really means to you. You must know what songs are in your head. You must know where the temptations reside. This space is not for quitters. Only the persevering should venture forth. This space is not for the fearful. Only the truly courageous can confront the challenges. This space is not for the tentative. Only the willing pathfinders can risk getting lost. This space is not for the dispassionate. Only the intellectual fire-brands can generate the passion to pursue. BIG innovation is not a trip to the supermarket for a loaf of bread. Are you ready for your Odyssey into BIG innovations?

WHAT DO YOU WANT TO ACHIEVE?

BOUNDARY #1 — Ask yourself, “What change do I want to establish?” To begin, I offer you any 250 words that you want to use in explaining your desired change. Worry not about grammar, spelling, sentence construction. This is not a five-paragraph essay that will be graded with a red pen. The first challenge is to “get it down.” So that you know how long 250 words is, accept that the average reader reads aloud-silently at a rate of 200-250 words per minute. The length of half of a local weather cast on television! Three 20-second radio commercials! Not very long.

You are free to re-work anything you write. Focus on the BIG change, not on you. Picture it. Describe your picture of the future once the change is in place. What will humans be able to do when the change is established that they are not able to do today? How will humans recognize the change? Tantalizing whirlpools of distractions hypnotize you as you work. Your brain spins round and round and you feel the water pulling you into the vortex. You want to scream, “I need more than 250 words.” No, you need to simplify and clarify what you see.

As you struggle, winds of confusion take you in false directions. Lean into the wind and challenge the confusion. Play with your idea for change. Build your own sandbox. If you cannot play with your ideas for change, you do not really want to innovate. At this point quitting is not failure. You may only be too early in the incubation process. Allow the idea for change to rest in your brain. The only time limits you have are ones you impose. After all, the journey is YOUR Odyssey. Only you define it.

BOUNDARY #2 — With your BIG change defined, I now give you 20 words. You are to reduce your 250 words to a sentence of only 20 words. Choose your words so that anyone hearing your sentence knows and understands the BIG change you envision. Test the sentence. Hint: When I test important idea sentences, I generally select strangers who cross my path simply by an act of circumstances or chosen locations where I happen to be. Waiters and waitresses are wonderful helpers. Students on college campuses play willingly. People waiting for trains or airplanes welcome the diversion. Find your strangers where you will.

Pay attention to their comments because these strangers want nothing from you. Allow yourself to careen back to the beginning with your 250 words if necessary. I told you your Odyssey was not for quitters. Keep re-working your 20 words until you feel ready to test your change statement again. Continue working back and forth between testing and re-working until you feel a warmth in your tummy. When that warmth happens, your work is done. You have your tested 20-word sentence of your BIG change.

BOUNDARY #3 — I now give you no more than 8 words, but I prefer 5 words or fewer. You will create an easy-to-grasp-and-remember “tagline” for your BIG change. You do not need to use any words from your 250-word explanation. Your do not need to use any words from your 20-word sentence. Think now of the future reality brought about by your BIG change. To help you understand how to do write taglines, remind yourself that are writing a slogan of sorts that will shape the future in the minds of the world. If you are stuck, turn to commercials and advertisements. “You’re in good hands.” “I can’t believe I ate the whole thing.” “Wired for every whim.”" Where’s the beef?” “Ahhh, that’s real beer.”

Think about who will be involved in using your BIG change. Appeal to them. Think about who will benefit from your BIG change. Make the tagline lodge in a hole in their minds. Think about how the world will be changed. Give people something to say or think every time they encounter your BIG change. Model your tagline after any product or service that comes easily to your mind. Keep working until the tummy test is positive. [Look for Part 2 to follow soon. Your Odyssey is just part-way completed.]

Virginia L. McBride, The Haven Maven Founder, EPROW Images Creator, “IT’S ALL ABOUT THE THINKING” Virginia builds personalized “thinking environments” to strengthen innovative thought. Working with EPROW Images, clients shape their “I Want To Achieve” visions. This shaping clarifies the visions. To qualify for a free 30-minute consultation, submit a “pitch” through EPROW’s PAPPY program => http://www.eprowimages.com

1.0 Degree° Amarani

To upgrade is human

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