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How to Connect the Dots

Observe people in real life. Look for big problems, not small ones. They should be urgent and relevant: "Pain points." Experts use a technique known as Customer Immersion. Learn as much as possible about the problem. You are assem- bling domain knowledge. 9. A process is a systematic method for putting organizations to work. It's different from old-fashioned planning in that it provides structured and measura- ble feedback - necessary for continuous improvement. It has to be detailed and Identify comprehensive. Don't make decisions right now. Or form opinions. Just collect data points, or “dots." Track Gather How to Connect the Dots We think visually. The patterns you recognize will be based on To promote 8 innovation, leading firms are forming small, entre- preneurial teams, and locating them on the "edges" of their organizations, where they are closest to the customer. personal expe- rience. The best problem solvers have "T-Shaped" minds, a mix of broad and Execute Examine deep experience. Abandon the mate- rial. Disengage. Listen to music, run a mile, watch the waves. Or sleep. Let your subconscious The Art of Creative The best planning tool for agile Problem Solving in New Product Development teams is a business model. It welcomes mind do its work. It carries iteration and eliminates Incubate distractions. From Plan the load in connec- ting dots. there, create PRDS or copy briefs. Your value proposition has to standout. State the differentia- tor clearly. Put it into a Strategic Positioning Statement: Target Audience + USP + Reason Why + Wait for an idea to appear. This may sound random or metaphysical, but we are talking about the human brain at work. There is much we don't know, but the experience we do: "It just hits you." Differentiate Brand Character. Retrieve In his book The Practice then, the proof has just kept piling up. Innova- tion is directly depen- Our culture emphasizes critical thinking to the ged. Experts say a new Conceptual Age has near exclusion of creati- emerged. IBM reported, after interviewing 1,500 CEOS in 60 countries, that creativity was the of Management, first published in 1954, Peter Drucker wrote, "The bu- Innovation is the main determinant ve thinking. No surprise: it was the key to suc- siness enterprise has two and only two basic functions: marketing dent on creativity. Not just in generating ideas, but at every stage in the implementation process. Information Age. That's a big problem. of market- cess in the place most sought after and innovation." Since success. But things have chan- skill. SOLUTION PROBLEM Finding References: Peter F. Drucker, The Practice of Management, (New York: Harper & Row, 1954). Joan Magretta, "Why Business Models Matter," Harvard Business Review, (May 2002), Reprint R0205F. Daniel H. Pink, A Whale New Mind: Moving from the Information Age to the Conceptual Age, (New York: Penguin Books, 2005). Leslie Berlin, "We'lI Fill This Space, But First a Nap." The New York Times, September 27, 2008, http://www.nytimes. com/2008/09/28/technology/28proto. html?_r=1. IBM press release, May 18, 2010, http://www Assessing Shaping Creative problem Implementing The process of solving relies taking an idea, and turning it into heavily on the subconscious mind vs. other a real feature or techniques. product. Deciding 0 2011 Bron & Cepy LC A indruka hepropertof ther pectve c

How to Connect the Dots

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In business, the process of generating and commercializing a good idea has been honed by creative industries for more than a hundred years. This infographic presents nine major steps toward creative p...




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