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Brand Box 4 - What's The Big Idea? The Marketer's Ultimate Toolkit


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In this Slideshare presentation:
1. Brand Box 4 - What's the big idea? 2. Actions from insights 3. Why Innovation? 4. Innovation context 5. Bill Gates 6. Corporate and Social Responsibility 7. Successful Innovation 8. Purpose of creativity 9. Importance of Innovation 10. Importance of Innovation cont. 11. Innovation driving growth 12. Applied Innovation 13. Limitations of accepting status quo 14. Knowledge vs. Creativity 15. Innovation as a habit 16. 5 roles in ideas development 17. The triangle for successful innovation 18. Sources of inspiration 19. Crowd sourcing 20. Where's your suggestion box? 21. What is crowd sourcing? 22. Consumer generated content 23, Share with the masses 24, Generation C(ash) 25 User generated content radar 26. Case study: Smith's "Do us a flavour" 27. Case study: Goldcorp 28. Case study: Mitsubishi 29. Case study: InnoCentive 30. Case study: Wikipedia 31. Case study: the London bombing 32. Innovation tools 33. Scamper 34. Scamper: An example 35. Scamper: Adapt something to it 36. Scamper: Magnify it 37. Scamper: Modify it 38. Scamper: Put it to some other use 39. Scamper: Eliminate something 40. Scamper: Reverse it 41. Scamper Rearrange it 42. Parameter analysis 43. Sensory overload 44. Future casting ideas generation 45. Process review 46. Using experience to drive innovation 47. Innovation platforms 48. The Phoenix checklist 49. The Phoenix checklist cont. 50. Six thinking hats by Edward de Bono 51. Six thinking hats cont. 52. Evaluation methods 53. Potential impact plotting 54. "Yes" reasons

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Brand Box 4 - What's The Big Idea? The Marketer's Ultimate Toolkit

  1. 1. WHAT’S THE BIG IDEA? WHAT’S THE BIG IDEA? 2 GROWTH Know Your Business Brand Architecture Branding Positioning Know Your Consumers Profiling Segmentation Insights Pricing Know Your Market Competitive Environment Binary Analysis Predatory Thinking What’s the Big Idea? Launch or NPD Innovation Communications How to Say It Advertising Idea Tone & Messaging When and Where to Say It Media Strategy Connection Idea Channel Planning ACTIONS from INSIGHTS
  2. 2. WHAT’S THE BIG IDEA? WHAT’S THE BIG IDEA? 3 Woody Allen said, “Relationships are like sharks, if they stop moving forward they die”, and brands are no different. Most CEOs will tell you how critical innovation is to their business, yet if you ask them how their innovation plan is looking, you’ll tend to get a blank look. This section looks at how things are shaping and moving; and if you conducted any of the trends exercises from the Know Your Market and Know Your Consumers sections, you’ll note how scary the rate of change truly is. If you want to be a growing brand then best practice probably isn’t going to be enough... you’ve got to start thinking about next practice and where you need to be to position yourself for success. The next section will help get you thinking Why Innovation? “Relationships are like sharks, if they stop moving forward they die” ... and brands are no different.
  4. 4. “We always overestimate what will change in the next 2 years, and underestimate what will change in the next 10.” Bill Gates
  5. 5. WHAT’S THE BIG IDEA? INNOVATION CONTEXT 6 Corporate and Social Responsibility Corporate responsibility is shrouded with cynicism. The default starting position should be: “don’t do bad, before you do good”. Currently, the bigger the company, the larger the responsibility is becoming for them to “give back”. The thing to remember is that corporate responsibility is “extra credit” available only once the consumer is satisfied with the quality of the product/service (and treatment of staff). So what constitutes being “responsible” these days? A couple of very topical areas are; • The environment. This is seen as the ultimate social cause, and visibility around taking affirmative action is highly praised • “Australian made”. Despite being around for a while, this still has kudos, especially around food. It is no longer a case of asking if you should be involved in this area; consumers are already committed to corporate and social responsibility, they are now looking for the easy way to contribute. Staff are also becoming increasingly important as an access point to educate and involve corporations in social responsibility initiatives. At the core of the issue is trust; the beneficiaries vs. the benefactors should be telling the story. Ipsos Mackay Report 2008
  6. 6. WHAT’S THE BIG IDEA? INNOVATION CONTEXT 7 Successful Innovation Innovation is usually a direct result of one of the following triggers: The Power of Context What alumni are saying to us is: “Tell me something that I didn’t know I needed to know. Challenge me. Astonish me.” If the session is led by a well-known professor, they do not want well-polished presentations based on his well-polished theories. They want him to explore dangerous territory and ideas on the cutting edge, where they can make their own contribution to emerging concepts and be present while they emerge. • Pressing issues driving necessity • A new, unique perspective on something • Influences, internally and externally • Development of a contemplative environment
  7. 7. WHAT’S THE BIG IDEA? INNOVATION CONTEXT 8 Purpose of Creativity The overall purpose of creativity is to change ideas or produce additional new ones. These two processes are often mixed up together, but they can be separated out as follows: 1. Escape from old ideas 2. Generation of new ideas
  8. 8. WHAT’S THE BIG IDEA? INNOVATION CONTEXT 9 Importance of Innovation Where are we now? Product Age Post-war, supply and awareness was the main game Brand Age Not all products were good, the brand was the assurance of quality Information Age Products are no longer taken at brand value, but real information is required Innovation Age Insights and ideas drive differentiation and success Experience Age The age of stories and ideas Money is no object and people are looking for escapes and indulgences Ads alone are not sufficient to create a brand Communication
  9. 9. WHAT’S THE BIG IDEA? INNOVATION CONTEXT 10 Importance of Innovation cont... The more innovative the product or category, the higher the level of engagement seems to be. The Experience Age is being driven by brands responding to consumers’ needs for richer and more engaging experiences around their products and services. Commodities Goods Services CustomisedGoods Experiences
  10. 10. WHAT’S THE BIG IDEA? INNOVATION CONTEXT 11 Innovation Driving Growth To drive growth, innovation is required; and what is the currency of innovation? Ideas. You need to plan your communications by looking at where innovation will add the most value. Innovation Positioning Development Customer Experience Audit Channel Pricing Customer Comms. Internal Comms.
  11. 11. WHAT’S THE BIG IDEA? INNOVATION CONTEXT 12 Applied Innovation How can it be done? New products • Extensions and variations • Consumer “need” satisfaction and problem solving • New experiences New communication opportunities • Positioning for growth or share • Methods • Mediums • Integrations New ways of doing things • Moving from best practice to next practice • Application of parallel sector thinking
  12. 12. WHAT’S THE BIG IDEA? INNOVATION CONTEXT 13 Limitations of Accepting Status Quo Accepting the status quo is simply a form of arrogance centred around one of three beliefs: 1. That there are no alternatives - There is only one possible way to look at things and everything is dismissed as being wrong. 2. That no change is required - A particular idea is so perfect that it is beyond change or improvement. 3. That there is no escape - The idea is so absolutely right that everyone must work their way towards it. Edward de Bono
  13. 13. WHAT’S THE BIG IDEA? INNOVATION CONTEXT 14 Knowledge vs. Creativity This graph shows the relationship between knowledge and creativity. Knowledge is not creativity, but within any particular field it is difficult to come up with new ideas unless you have some ideas to play around with in the first place. At the beginning of idea generation, the more knowledge you have leads to increased creativity. On the other hand, too much experience within a field may restrict creativity because you know so well how things should be done that you are unable to escape to come up with new ideas. As knowledge grows high we see that creativity dwindles. Creativity Information de Bono study 1969 - 1971
  14. 14. WHAT’S THE BIG IDEA? INNOVATION CONTEXT 15 Innovation as a Habit The best way to grow and innovate is to embed innovation as a habit within your business. This often sounds easier than it is, but it can be helped by the steps below: • Stimulate - Constantly source new stimulus • Practise - Regularly brainstorm, problem solve and stretch your mind • Freedom - Keep free time and keep yourself free of excuses • Constantly Innovate - Not imitate Best Practice Same Practice Commodity= = Next Practice Innovation Leader= =
  15. 15. WHAT’S THE BIG IDEA? INNOVATION CONTEXT 16 5 Roles in Ideas Development Spark Someone who “sparks” the creative process by spotting or coming up with the idea, creating the vision or defining the need Often undertaken by anyone employed by, or associated with, the organisation; often comes from the least expected area Sponsor Someone who promotes the idea or project inside the organisation, ensuring that it is not dismissed, and who sustains interest during difficult or lean times Senior line managers, members of the board, non-executive directors Shaper Someone who makes the idea or project “real”, using their own creativity to flesh out the premise and/or find practical means to achieve the objective Members of the project team appointed to implement the idea, process-oriented consultants, R&D staff from principal suppliers Sounding board Someone outside the project whose objectivity and broader knowledge can be drawn on to inform and validate the premise or to comment on the practicalities Informal or formal members of personal or professional networks, trusted colleagues or company mentors, appointed academics or researchers in the field Specialist Someone who draws on their specialist skills to shape the idea or project from a specific standpoint and uses the opportunity to break new ground in the field Members of the project team, consultants, academics and researchers, R&D staff from principal suppliers
  16. 16. WHAT’S THE BIG IDEA? INNOVATION CONTEXT 17 The Triangle for Successful Innovation The presence of a problem or business imperative that needs solving, often involving the need to reconcile contending opposites or trade-offs and a solution not based on either/or but rather on both and thinking. The perspective that comes from a wide range of formative influences, not all connected with work, including feedback from professional or personal networks, conference presentations or input from tutors on courses, benchmarking exercises, leisure pursuits, private reading, community activities and family life. An environment where individuals can “drift and dream”. This is nearly always away from the office and can be used as a creative resource as the mind associates it with innovative reflection, thus enabling individuals to “fast-track” the process. Successful Innovation, The Economist, Michel Syrett 2002 Successful Innovation
  17. 17. WHAT’S THE BIG IDEA? INNOVATION CONTEXT 18 Sources of Inspiration The results of a survey below show what inspires senior managers (% of respondents) The results? Over 90% of the managers interviewed say that their ideas initially occur away from the workplace and are later aired and shaped during office hours. Creative breakthroughs generally occur when individuals make a connection between two previously unrelated concepts, facts or insights. Discussion with friend/colleague in this country Conference speaker Discussion with friend/colleague in another country Private research Non-executive directorship Business school tutor Personal activity (museum visits etc.) during a business trip abroad 85 54 51 51 32 29 27 Source: Roffey Park Institute 1998
  19. 19. WHAT’S THE BIG IDEA? CROWD SOURCING 20 Remember the dusty old (empty) suggestion box that used to sit in corporate HQ and be only attended by a lonely receptionist to empty out the trash occasionally placed in there? Well, welcome to the web! has taken that concept and opened it up to everyone and anyone. They not only suggest, but they rank ideas openly – so the best rise to the top. focuses on improvement, and passionate loyalists love being invited to participate with the development of their favourite brands. It allow brands to look at what customers want then: 1. Do it 2. Say why they can’t do it 3. Explain what would need to happen for it to be possible It’s Public Relations (PR), Customer Relationship Management (CRM) and New Product Development (NPD) rolled up into one neat little bundle. If you’re interested in it then read Wikinomics (Tapscott) and Groundswell (Forrester). Where’s your Suggestion Box?
  20. 20. WHAT’S THE BIG IDEA? CROWD SOURCING 21 What is Crowd Sourcing? Crowd Sourcing is the act of taking a task traditionally performed by an employee or contractor, and outsourcing it to an undefined, generally large group of people in the form of an open call to arms. For example, the public may be invited to develop a new technology, carry out a design task or join in a think-tank. LEGO factory is a website where enthusiasts are invited to design models and take part in competitions. One of the popular contests entitled the winner to have their model mass produced and sold online, receiving a 5% royalty on each set sold. Wikipedia 2008
  21. 21. Consumer Generated Content gives many different ways for customers to be involved Consumer Marketers Re-mix Culture Expert Outsiders Amateur Outsider Consumer Generated Content 2.0 Pay me!
  22. 22. WHAT’S THE BIG IDEA? CROWD SOURCING 23 Share with the masses... receive massive returns Here are some brands who are doing it particularly well
  23. 23. WHAT’S THE BIG IDEA? CROWD SOURCING 24 Generation C Examples of consumers being paid for content Revver Members upload their video to Revver who then attach an ad to the video as well as tracking software to tell you: • how many times it was viewed • how much money it has earned Every time an ad gets clicked, Revver shares the ad revenue on a 50/50 basis. Metacafe Members are paid US$5 for every thousand views their video gets. Payment starts when a video reaches 20,000 views and has a rating of 3 or higher. Licensing is non-exclusive: makers retain ownership of their video. (ash)
  24. 24. WHAT’S THE BIG IDEA? CROWD SOURCING 25 User Generated Content Radar Inner Circle Word on the Street Co-existence Brands that Resonate e.g. Wall Street Journal / BBC News Credibility created by strong corporate brand management e.g. / Credibility created by number of users, divergent options e.g. / Credibility created by timeliness of information e.g. Facebook / mySpace Credibility created by content contributions that align with community values Trust EditorialcontrolgiventoUsers High Low Low
  25. 25. WHAT’S THE BIG IDEA? CROWD SOURCING 26 Case Study: Smith’s “Do us a flavour” Smith’s needed both a flavour that would be popular with consumers and a campaign to drive sales. They came up with a viral campaign on the idea "create us a flavour and we'll give you 1% of the profits". Public voting on the winning flavour added a participatory element, involving consumers in the brand and voting stages, which led to the creation of partisan flavour support groups and moved this discussion online. Results? The campaign attracted nearly a quarter of a million entries, capturing the imagination of the nation. Consumers were driven to try all four flavours and vote on which one they thought was the best.
  26. 26. WHAT’S THE BIG IDEA? CROWD SOURCING 27 Case Study: Goldcorp In March 2000, Goldcorp launched the “Goldcorp challenge” with a total of $575,000 in prize money available for the best methods and estimates about the prospects of gold deposits on a 55,000 acre property. News of the contest spread around the internet and within weeks submissions began to flood in from countless sources; geologists, grad students, consultants, mathematicians and military officers all sought a piece of the action. Results? The contestants discovered 110 deposits on the property, 50% of which had not been discovered by the company. Goldcorp estimated that 2–3 years had been wiped off exploration time and the contest transformed Goldcorp from a $100 million company to a $9 billion company. Wikinomics, 2006
  27. 27. WHAT’S THE BIG IDEA? CROWD SOURCING 28 Case Study: Mitsubishi Mitsubishi launched their Lancer Supershot Series, aimed at changing consumer perception of the Lancer as being non-stylish. To achieve this Mitsubishi created a series of 6 short films that were advertised across a range of media, from television commercials to magazines. The films were showcased on a specific website and consumers were encouraged to create their own film to add to the website. Results? As a result Mitsubishi experienced: • 59,909 different visitors viewing the films • 40,741 consumers casting votes for their favourite film • 50% increase in traffic to the Lancer web page • 37% sales increase on previous year • Market share increase of 8.7% – from 2.4% to 11.1% Knowledge Focus: Creative Consumer Participation Mediaedge: Cia Active Engagement 2008
  28. 28. WHAT’S THE BIG IDEA? CROWD SOURCING 29 Case Study: InnoCentive InnoCentive is an “open innovation” company that takes research and development problems in a broad range of domains such as Engineering, Computer Science, Maths, Chemistry, Life Sciences, Physical Sciences and Business, frames them as “challenge problems”, and opens them up for anyone to solve them. It gives cash awards for the best solutions to solvers who meet the challenge criteria. Results? Solutions come from all over the world and cash awards for solving the problem are usually between $10,000 and $100,000. Wikinomics 2006 - see also Ideagoras
  29. 29. WHAT’S THE BIG IDEA? CROWD SOURCING 30 Wikipedia is now the largest encyclopedia in the world offered for free and is created entirely by volunteers on an open platform that allows anyone to be an editor. “Imagine a world in which every single person on the planet is given free access to the sum of all human knowledge. That’s what we’re doing.” Wikipedia founder Jimmy Wales Results? Wikipedia now contains almost 4 million articles in over 200 languages and has become one of the most visited sites on the Internet. Of the almost 16 million registered users, there is a group of around 20,000 who gladly accept responsibility for the large variety of tasks that keep Wikipedia humming. Each Wikipedia article has been edited an average of 20 times, and for newer entries, that number is higher. Case Study: Wikipedia Wikinomics 2006
  30. 30. WHAT’S THE BIG IDEA? CROWD SOURCING 31 Case Study: The London Bombing On 7 July 2005, London came to a standstill as 4 synchronised bombs exploded in its transportation system. Eighteen minutes later, as media outlets scrambled to cover the story, the first entry appeared on Wikipedia. A wiki enthusiast from Leicester, England, wrote, “On July 7 2005, explosions or other incidents were reported at various London underground stations in central London, specifically Aldgate, Edgware Rd, Kings Cross St Pancras, Old St and Russell Square Tube station. They have been attributed to power surges.” Within minutes other users were adding information and correcting spelling. By the time North Americans woke, hundreds of users had added to the entry. By the end of the day, over 2,500 users had created a 14 page account of the event in much more detail than any news outlet. Wikinomics 2006
  31. 31. INNOVATION TOOLS If you’re after brainstorm tools we have another book called “Collaborative Creativity”. Visit to find out more. The following is a collection of tools that will help you identify opportunities around people, product, process and communication. We have included one brainstorm tool around innovation called SCAMPER.
  32. 32. WHAT’S THE BIG IDEA? INNOVATION TOOLS 33 SCAMPER SCAMPER is a checklist of idea-spurring questions. To use SCAMPER: 1. Isolate the challenge or subject you want to think about. 2. Ask questions about each step of the challenge or subject and see what new ideas emerge. Substitute something Combine it with something else Adapt something to it S Modify or Magnify it Put it to some other use Eliminate something Reverse or Rearrange it C A M P E R
  33. 33. WHAT’S THE BIG IDEA? INNOVATION TOOLS 34 Substitute something Example: Think of a spoon. Substitute flexible wire for the handle. You could attach it to your foot and eat! Combine a spoon with a fork to create a utensil good for poking food and eating soup. Combine it with something else Adapt something to it S Modify or Magnify it Put it to some other use Eliminate something Reverse or Rearrange it Adapt the spoon to eating tall glasses of ice cream – make the handle much longer. Magnify the spoon and you could have a huge, shiny water slide. Put the spoon to another use: you could use it as a musical instrument or as part of a wind chime. Eliminate some parts of the bowl of the spoon and you can use it as a strainer. Reverse the way you hold the spoon and you could have a round-handled tool for sculpting or marking clay. C A M P E R SCAMPER: An Example
  34. 34. WHAT’S THE BIG IDEA? INNOVATION TOOLS 35 SCAMPER: Adapt something to it What else is like this? What other ideas does this suggest? What could I copy? Does the past offer a parallel? Who could I emulate? What other process could be adapted? What else could be adapted? What ideas outside my field can I incorporate? What idea could I incorporate? What different contests can I put my concept in?
  35. 35. WHAT’S THE BIG IDEA? INNOVATION TOOLS 36 SCAMPER: Magnify it What can be magnified, made larger, or extended? What can be exaggerated or overstated? What can be added? Can it be made stronger, higher, or longer? What can add extra value? What can be duplicated? How about greater frequency? Extra features? How could I carry it to a dramatic extreme?
  36. 36. WHAT’S THE BIG IDEA? INNOVATION TOOLS 37 SCAMPER: Modify it How can this be altered for the better? What can be modified? Change name?Is there a new twist? What changes can be made to the plans? To the process? To marketing? What other form could this take? What other package? Change meaning, colour, motions, sound, odour, form, shape? Can the package be combined with the form?
  37. 37. WHAT’S THE BIG IDEA? INNOVATION TOOLS 38 SCAMPER: Put it to some other use What else can this be used for? Are there new ways to use it as is? Are there other uses if modified? Other extensions? Other markets?What else could be made from this?
  38. 38. WHAT’S THE BIG IDEA? INNOVATION TOOLS 39 SCAMPER: Eliminate something What if this was smaller? What should I omit? Understate? Streamline? Should I divide it or split it up? Subtract? Delete? Can the rules be eliminated? Make miniature? Condense? Compact? What’s not necessary?
  39. 39. WHAT’S THE BIG IDEA? INNOVATION TOOLS 40 SCAMPER: Reverse it Can I transpose positive and negative? What are the opposites? Should I turn it around?What are the negatives? Consider it backwards? Reverse roles? Up instead of down? Down instead of up? Do the unexpected?
  40. 40. WHAT’S THE BIG IDEA? INNOVATION TOOLS 41 SCAMPER: Rearrange it What other arrangement might be better? Interchange components? Other pattern? Other layout? Transpose cause and effect? Change place? Change schedule?Other sequence? Change the order?
  41. 41. WHAT’S THE BIG IDEA? INNOVATION TOOLS 42 Parameter Analysis Before you innovate you need to know where you’re at. Use this tool to do an audit around what is “fixed”, “flexible” and “inconvenient” around your brand. Fixed Flexible Inconvenient
  42. 42. WHAT’S THE BIG IDEA? INNOVATION TOOLS 43 Sensory Overload Sight Smell Taste Sound Touch
  43. 43. WHAT’S THE BIG IDEA? INNOVATION TOOLS 44 Future Casting Ideas Generation This tool looks at different origin points for innovation, allowing you to project potential ideas for future commercial gain. Currently In 3 to 5 Years Customers Competitions Margins Channels Suppliers The Idea Generator, Ken Hudson 2007
  44. 44. WHAT’S THE BIG IDEA? INNOVATION TOOLS 45 Process Review Consider any processes greater than 2 years old and how they could be radically improved. Current Process Radical Redesign Who? When? Where? Why? How? What?
  45. 45. WHAT’S THE BIG IDEA? INNOVATION TOOLS 46 Using Experience to Drive Innovation This is a technique that is used for innovation steering committees to draw out relevant experiences which can overcome challenges or capitalise on opportunities. Question: Clarifying Questions: In My Experience: Ask one question based on the problem. Each member of the group has the option to clarify the meaning of the initial question. After the initial question has been fine-tuned, each member of the group has the option of contributing to the solution starting with “In my experience...”. Source: Young President Organisation
  46. 46. WHAT’S THE BIG IDEA? INNOVATION TOOLS 47 Innovation Platforms Use this tool to identify opportunities or areas for your business to innovate in. Examples List Attributes Descriptive Substance, structure, colour, shape, texture, sound, taste, odour, space and density Process Marketing, manufacturing, selling, function and time Social Responsibilities, politics and taboos Price Cost to manufacture, wholesaler, retailer and consumer Ecological Positive or negative impact on the environment
  47. 47. WHAT’S THE BIG IDEA? INNOVATION TOOLS 48 The Phoenix Checklist The Problem The Phoenix Checklist is a checklist developed by the CIA to get their agents thinking about ways to solve a problem – great to apply to your business: What benefits will you receive by solving the problem? What is the unknown? What is it you don’t yet understand? What is the information you have? What isn’t the problem? Is the information sufficient? Or is it insufficient? Or redundant? Or contradictory? Should you draw a diagram of the problem? Where are the boundaries of the problem? Can you separate the various parts of the problem? Have you seen this problem before? Do you know a related problem? What are the constants of the problems? If that problem has been solved, can you use the solution or the method? Can you restate your problem? More general? More specific? Can the rules be changed? What are the best, worst and most probable cases you can imagine?
  48. 48. WHAT’S THE BIG IDEA? INNOVATION TOOLS 49 The Phoenix Checklist cont... The Plan Can you solve the whole problem? Part of the problem? What would you like the resolution to be? Can you picture it? How much of the unknown can you determine? Can you derive something useful from the information you have? Have you used all the information? Have you taken into account all essential notions in the problem? Can you separate the steps in the problem-solving process? Can you determine the correctness of each step? What creative thinking techniques can you use to generate ideas? How many different techniques? Can you see the result? How many different kinds of results can you see? How many different ways have you tried to solve the problem? What have others done? Can you intuit the solution? Can you check the result? What should be done? When should it be done? Who should do it? Can you use this problem to solve some other problem? What milestones can best mark your progress? How will you know when you are successful?
  49. 49. WHAT’S THE BIG IDEA? INNOVATION TOOLS 50 Six Thinking Hats by Edward de Bono Hunches, Intuition, Impressions When considering this hat look at the decision with intuition, instinctive reaction and emotion in mind. Think of how others would react emotionally to this decision. Don’t justify or explain, simply follow hunches and intuitions. Satisfies the emotions. Objective Facts & Figures When “wearing” this hat consider information, data and facts. Learn what these facts are pointing towards and analyse any trends. Don’t have any preconceived ideas, build your ideas on facts only. Leader This hat is “worn” by the person who is the leader of the group or meeting. The person who is wearing this hat should designate when the group changes hats according to the success of the idea flow, or what has to be considered.
  50. 50. WHAT’S THE BIG IDEA? INNOVATION TOOLS 51 Six Thinking Hats cont... Creativity When “wearing” this hat you should be at your most creative. Let ideas flow with little or no criticism. We can artificially produce provocations rather than just waiting for them. Speculative Positive This hat represents positive, constructive judgement, not excessive optimism. When considering this hat you should look at the positive and most successful points of your plan. Logically Negative & Critical You should be pessimistic when “wearing” this hat. Be cautious and defensive, look at the weakest point of your plans and try to anticipate what would go wrong. This is where you can develop contingency plans. This hat is not aiming at providing doubt, but actually outlining true weakness.
  52. 52. WHAT’S THE BIG IDEA? EVALUATION METHODS 53 Potential Impact Plotting You can use this chart to evaluate the potential impact your idea might have over the short, medium and long term. Short term Medium term Long term Low Impact Medium Impact High Impact
  53. 53. WHAT’S THE BIG IDEA? EVALUATION METHODS 54 “Yes” Reasons When assessing innovation it’s important to see what might be possible even though there will undoubtedly be many hurdles and obstacles. This tool helps you predict possible blockades before they occur. Idea Positive “Yes” Reason Negative Aspect
  54. 54. The End
  55. 55. Congratulations on completing Book 4: What’s the Big Idea? The next book in the Brand Box series is Book 5: How to Say It Contact us to get yourself a copy | +61 2 8030 8655 | The Brand Box series