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The back to the napkin
 

The back to the napkin

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These slides contains the review on the book the back of the napkin. I have taken help of you tube videos, book the back of the napkin & the napkin academy.

These slides contains the review on the book the back of the napkin. I have taken help of you tube videos, book the back of the napkin & the napkin academy.

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  • Just imagine we are a deer, sitting on to road and munching something. Suddenly 1 car comes roaring with flash lights and with great speed.What a deer will do?He panics and after some time it gets vanished (died)We don’t need to be dearWe are humans and we can imagine or visualize properlyLets take an another example
  • Suppose you want to buy a cabinetYou already have a picture of that cabinet how it looks and what features you wantYou went to a showroomFortunately you found something which was exactly matching your requirementsNow what happen you asked for that model and you got the same packed in boxYou went to home opened the box and you saw everything is dismantle and in different piecesSame thing happens in business world. We begin with a idea which looks all assembled and goodBut as you proceed with that you face management problems, manufacturing problems, marketing issues
  • We got a problem:One big brick wall which is on my wayI want to cross it1 way we can look at that wallSay I am strong enough, I am fast, I am going to run like crazy and know it downBut, the result will be walled knocked me downAnother way isstand in front of the wall look at the wallCloze my eyes analyseImagine of the potential solutionsWhat would happen if I want beneath the wallBy using my minds eyes I crossed the hurdleLesson: Strongest or the fastest cant come up with the best solutionPerson who uses their best imaginationMost of the times we say think out of the box or put on your thinking cap lets do brain stormingHow I am suppose to do that?Ho can we come up with way out at time we needed
  • Example:Imagine you are at a beachWalking at the bankSome local guy is coming towards youHe is holding something in his handsIt looks like fruitWe found he is a nice guy and giving that food to eatYou had the fruit and it tasted like appleYou want to explain the taste of that fruit but unfortunately you don’t know the language they useThere is no apple tooHow you will explain1 simple: draw an apple ( but he never seen it before) elaborate: apple grows at trees, trees grow at orchid 2 qualitative: apple is round, shiney, leaf quantitatives: by graph it has vitamin A, B, C, Z etc3 Vision: Apple pie execution: cut the apple, use the crust keep it into avon etc.4 Individual attribute: slice the apple Comparision: apple with some other fruit with this gy may be familier with like pineapple, banana5 Different: Eaten appleWhat we did, created 9 different ways of thinking about itThen this books come draw at napkin and explainBy this exercise you activated unknowingly every corner of your mind
  • What we just went through on the beach was the SQVID exercise. At its most basic level, the SQVID is just a series of five questions that we walk our initial idea through in order to bring it to visual clarity and to refine its focus-both according to what's most important to us and what's most important to our audience. The SQVID helps us imagine what visual messages we'd like to convey before we start worrying about which picture we're going to draw.
  • In business world this apple can be replaced with any issueWe all know that Starbucks is the biggest coffee chain in the woldTake an example of CCDIf you are the CEO of CCD you can see there is a opportunity for growth:Now the question is how CCD can expand without compromising qualityLets do an exerciseTake a napkinSet the vision (no compromise in quality at any cost we are not going to change it)Mission (build the biggest space for dedicated coffee drinkers)4 operationsServe (people who talk with your customers daily)Develop ( HRS and training these the people who takes care and the know what they need to do and how they can fit into quality chain)Manage (everyone should feel they are responsible for running and managing the business)Inspire (from the senior leadership to the head Breuer) See, we created the strategy at the back of the napkinHow to measure the sucuess:
  • Showing is where it all comes together. We looked, we saw, we imagined; we found patterns, made sense of them, and found ways to visually manipulate them into a picture never before seen. Showing is how we share this picture with others, both to inform and persuade them--and to check for ourselves whether others see the same things.

The back to the napkin The back to the napkin Presentation Transcript

  • THE BACK OF THE NAPKIN Solving problems and selling ideas with picture By- DAN ROAM
  • PROBLEM SOLVING WITH THE HELP OF PICTURES  Which problems I am talking about (All problem, Any problem)  Which pictures I am talking about (exceedingly simple pictures)  Which people I am talking about (we all)  Who will solve the problem (you will do)
  • YOUR FACES ARE SAYING "Cool! Can you show me how?“ "Sounds interesting ... but does that really work?“ "Forget it. I'm not a visual person & a good artist."
  • REQUIREMENTS  Eyes 3 BUILT IN TOOLS  Mind’s eyes  Hand & Eye co-ordination ACCESSORIES • • • • Pen/Pencil Eraser Paper Imagination
  • WHAT WE ARE GOING TO DISCUSS VIVID Thinking VI= Visual V= Verbal ID= Interdependent TWO DIFFERENT FRAMEWORKS • 6 X 6 Framework • SQVID Framework
  • A person agrees in the power of pictures Good analysers majorly highlighters who help others to draw better Person who always questions and re-draws whatever was drawn before
  • PROCESS OF VISUAL THINKING
  • LOOKING Looking = Collecting and screening Showing = Making it all clear SEEING VISUAL THINKING SHOWING IMAGINING Seeing = Selecting and clumping Imagining = Seeing what isn't there
  • EXAMPLE 1 ROAD CROSSING
  • LOOKING
  • Orientation Direction Position Identification
  • LUX SOAP RESEARCH 8 7 6 Our Position & Identification 5 4 3 Direction 2 Orientation 1 0 Mumbai Pune Bangalore Series 2 Nagpur Delhi
  • LOOKING GOOD RULES
  • Collect everything Look at it Apply fundamentals Practice visual thinking
  • SEEING
  • EXAMPLE 2 DEAR
  • SIX DIMENSIONAL CO-ORDINATE SYSTEM
  • Why Who & What When Where How How Much
  • EXAMPLE 3 FURNITURE SHOWROOM
  • Why Who & What When Where How How Much
  • IMAGINATION
  • EXAMPLE 4 WALL
  • EXAMPLE 5 BEACH & AN APPLE
  • SQVID FRAMEWORK
  • S Simple Elaborate Q V I D Qualitative Vision Individual Attribute Delta Comparison Original Status Quantitative Execution
  • REPLACE APPLE WITH ANY BUSINESS PROBLEM TAKE AN EXAMPLE OF CCD
  • SHOWING
  • Take the idea or problem and may be the solution to show to somebody else and also to our self. We faced a problem very nasty one. Suddenly you come up with an idea and ways to make it particularly clear. Whatever you see you show the same thing to someone else equally clear.
  • HOW • Select the frame work • Apply a frame work • Show the picture • Summarise all points • Use of 6 X 6 FW • SQVID FW Visual MBA • CODEX the • Use both the frame works • Select the appropriate FW in Vertical axis • On horizontal write the points of SQVID • Use all the three quadrants and come up with something to show and tell CODEX SHOW+TELL
  • Summary  Whenever you face a problem L o o k a t i t  Go in depth S e e i t  Break it up in its independent elements I m a g i n e  Use the frame work, use the pictures S h o w  At the end it becomes very easy
  • THANK YOU Presented By: Chitwant Raju Tahalyani Class & Roll No.: MBA3/1316 College: Universal Business School, Karjat, Mumbai