This document provides guidance on how to successfully pitch new ideas within a corporate environment to avoid having the idea rejected or "ideaicide". It discusses the importance of understanding your audience, including the corporate culture and key individuals. It also stresses the importance of developing a compelling storyline and using relatable metaphors to help the audience understand and get comfortable with new ideas. The document provides tips on identifying who holds power and influence to support an idea as well as how to effectively communicate the benefits and value of the new idea.
What Is Insight? The Five Principles of Effective Insight DefinitionJonathan Dalton
As customer experiences take center stage so does the need for more profound and compelling insight definition. Insights form the cornerstone of the design and innovation process, a lighthouse for what you should do next, and a catalyst for creating new value for your customers. Learn how to master the critical process of insight definition with THRIVE's latest Yellow Paper.
What is an Insight? A disturbance in discourse...Flamingo
Our widely held beliefs of our understanding of insight are holding us back. Andy Davidson, Head of UK Practice at Flamingo explains all in this presentation.
Presented at APG's Noisy Thinking event on What is an Insight?
The planning, creative and broader marketing community uses insights or an insight to get to ideas that will solve their marketing or business problems. This is a brief exploration into the definition of the insight.
A few of my top-of-mind takeaways from this year's Planningness event. Be sure to check out my original piece for more context and details: bit.ly/1sbEu6n
We all know we're living in a period of massive, accelerating change. Yet how we think, how we work and what we produce as an advertising industry has changed remarkably little. This talk at the ICA in Toronto is a (hopefully practical) call for the industry to reclaim its progressive, and truly radical, roots.
What Is Insight? The Five Principles of Effective Insight DefinitionJonathan Dalton
As customer experiences take center stage so does the need for more profound and compelling insight definition. Insights form the cornerstone of the design and innovation process, a lighthouse for what you should do next, and a catalyst for creating new value for your customers. Learn how to master the critical process of insight definition with THRIVE's latest Yellow Paper.
What is an Insight? A disturbance in discourse...Flamingo
Our widely held beliefs of our understanding of insight are holding us back. Andy Davidson, Head of UK Practice at Flamingo explains all in this presentation.
Presented at APG's Noisy Thinking event on What is an Insight?
The planning, creative and broader marketing community uses insights or an insight to get to ideas that will solve their marketing or business problems. This is a brief exploration into the definition of the insight.
A few of my top-of-mind takeaways from this year's Planningness event. Be sure to check out my original piece for more context and details: bit.ly/1sbEu6n
We all know we're living in a period of massive, accelerating change. Yet how we think, how we work and what we produce as an advertising industry has changed remarkably little. This talk at the ICA in Toronto is a (hopefully practical) call for the industry to reclaim its progressive, and truly radical, roots.
Getting To Thank You: A practitioner's guide to innovationChris Finlay
A sample of book on innovation you have been waiting for. 12 chapters of rock solid content on how to get innovation done right.
Reviews
"No one understands that innovation is a team sport better than Chris Finlay. Creating better ways to deliver value is more about how we collaborate than about technology. Getting To Thank You is a must read for any innovation junkie that wants to get better, faster."
- Saul Kaplan, Chief Catalyst, Author, Business Innovation Factory
"If you're looking for one book that demystifies the practices of user experience, design thinking, and innovation into a valuable core of ideas and practices, this is it."
- Brand Schauer, CEO, Adaptive Path
About
“Thank you” is how you know you are getting your product and service design right.
“Thank you” is what every customer wants to say, and what every business leader and designer wants to hear. But when 95% of innovations fail it is hard to know what to do next in order to create products that customers will fall in love with.
This book contains the essential tool set for anyone who is serious about reliably designing, building, and growing products that your customers will thank you for.
Chris Finlay's practical approach to innovation brings together the best thinking, provides real world examples, and helps you get beyond the jargon. It will transform how you understand innovation and how to deliver the right products and services to your customers.
Don't forget to sign up for updates: http://chrisfinlay.com/pages/newsletter
We are proud to announce our eleventh Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to nearly 5,000 innovation-related articles.
We are proud to announce our twenty-sixth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
We are proud to announce our twenty-second Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
In December 2010 we held an 'Inspiration Day' for our client Capitec Bank. As CCO my role was to define our point of view on creativity and provide examples of how the agency embodies this creative spirit internally. It was a good day and the work was well received.
Why Tell a Story? Storytelling is an essential skill for leaders who want to capture the imagination of their employees and spur change. A key element in involving their imagination is by using a story to create mystery and engage their curiosity. Life today is overwhelming. When you offer a story that engages people at an emotional level, entertains them and ignites their passion, they will listen. When they are listening, you have influence. In fact, people will always listen to those who tell the best stories. The best stories are the ones that have the most meaning for the greatest number people. Learn how to ignite action, enable listeners to visualize the transformation needed to instill organizational values and install organizational values. Stories provide you with a venue to be genuine and positive, nurture innovation and establish identity and trust. It is important that you do not tell a single story, rather the characters and themes should be rich and diverse. As a leader you can foster collaboration in which group members develop a shared perspective and create a link between now and a positive result tomorrow. Once people make your story their story, you have tapped into the powerful force of faith. Storytelling creates a natural, collaborative connection between leaders and members of the organization.
Learning Objectives:
1. How can I use the power of story to move my organization/team forward?
2. What and how great leaders tell great stories?
3. What style of story is used and when as a leader?
We all know that innovation in large companies is hard. Inertia combined with business realities make it difficult for teams to move fast and drive innovation. Over the past few years, Intuit has been on a transformational journey to become a premier innovative company by embracing the principles of design thinking and lean experimentation. This presentation shares some of the lessons learned.
Here is our inaugural issue of Innovation Excellence Weekly. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to nearly 5,000 innovation-related articles.
Getting To Thank You: A practitioner's guide to innovationChris Finlay
A sample of book on innovation you have been waiting for. 12 chapters of rock solid content on how to get innovation done right.
Reviews
"No one understands that innovation is a team sport better than Chris Finlay. Creating better ways to deliver value is more about how we collaborate than about technology. Getting To Thank You is a must read for any innovation junkie that wants to get better, faster."
- Saul Kaplan, Chief Catalyst, Author, Business Innovation Factory
"If you're looking for one book that demystifies the practices of user experience, design thinking, and innovation into a valuable core of ideas and practices, this is it."
- Brand Schauer, CEO, Adaptive Path
About
“Thank you” is how you know you are getting your product and service design right.
“Thank you” is what every customer wants to say, and what every business leader and designer wants to hear. But when 95% of innovations fail it is hard to know what to do next in order to create products that customers will fall in love with.
This book contains the essential tool set for anyone who is serious about reliably designing, building, and growing products that your customers will thank you for.
Chris Finlay's practical approach to innovation brings together the best thinking, provides real world examples, and helps you get beyond the jargon. It will transform how you understand innovation and how to deliver the right products and services to your customers.
Don't forget to sign up for updates: http://chrisfinlay.com/pages/newsletter
We are proud to announce our eleventh Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to nearly 5,000 innovation-related articles.
We are proud to announce our twenty-sixth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
We are proud to announce our twenty-second Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
In December 2010 we held an 'Inspiration Day' for our client Capitec Bank. As CCO my role was to define our point of view on creativity and provide examples of how the agency embodies this creative spirit internally. It was a good day and the work was well received.
Why Tell a Story? Storytelling is an essential skill for leaders who want to capture the imagination of their employees and spur change. A key element in involving their imagination is by using a story to create mystery and engage their curiosity. Life today is overwhelming. When you offer a story that engages people at an emotional level, entertains them and ignites their passion, they will listen. When they are listening, you have influence. In fact, people will always listen to those who tell the best stories. The best stories are the ones that have the most meaning for the greatest number people. Learn how to ignite action, enable listeners to visualize the transformation needed to instill organizational values and install organizational values. Stories provide you with a venue to be genuine and positive, nurture innovation and establish identity and trust. It is important that you do not tell a single story, rather the characters and themes should be rich and diverse. As a leader you can foster collaboration in which group members develop a shared perspective and create a link between now and a positive result tomorrow. Once people make your story their story, you have tapped into the powerful force of faith. Storytelling creates a natural, collaborative connection between leaders and members of the organization.
Learning Objectives:
1. How can I use the power of story to move my organization/team forward?
2. What and how great leaders tell great stories?
3. What style of story is used and when as a leader?
We all know that innovation in large companies is hard. Inertia combined with business realities make it difficult for teams to move fast and drive innovation. Over the past few years, Intuit has been on a transformational journey to become a premier innovative company by embracing the principles of design thinking and lean experimentation. This presentation shares some of the lessons learned.
Here is our inaugural issue of Innovation Excellence Weekly. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to nearly 5,000 innovation-related articles.
Design Thinking for Startups - Are You Design Driven?Amir Khella
This presentation provides some best practices and tools to help small business entrepreneurs and startup founders in creating a culture of innovation.
Whether you're working on a web 2.0, iPhone or a physical gadget, these simple practices are universally applicable.
***Note****
I will be running a webinar in October 2009 to expand on the points mentioned in this presentation, study design thinking use cases and stories and answer questions. Please leave a comment and follow the discussion, or follow @amirkhella on twitter to get notified about the webinar.
Title: "Few tips on how to run your first Product Discovery effectively."
Product Discovery is a powerful approach that helps us to learn, validate and create truly valuable products. But, when we run this process for the first time we can feel overwhelmed and lost. Although that's completely normal it can lead us to wrong conclusions about the customer problems and therefore potential ideas on how to solve them. During the presentation, Michał will provide a few hands-on experience tips and thoughts that will help you run valuable product discovery and avoid mistakes he's made in the past so you don’t have to.
For the last 10 years, Michał has developed a few educational platforms and mobile apps, run a few startups. He also took part in the Product Discovery process and Growth Phase of D2C e-commerce brand related to healthcare and productivity. He is also an instructor at Polish Product Management Academy where he teaches about Product Discovery and Innovation Development. He puts great emphasis on the data-driven, experimental approach, teamwork, and falling in love with the problem you are trying to solve.
Doing Something Good facilitated this second event in Vicsport's 'Forward Thinking' series, addressing the changing business of community sport, and innovative approaches to getting more Victorian's physically active through sport.
Innovation in Action on 19 March was a practical workshop aimed at improving the capability of organisations in the community sport sector to be innovative, and generate game-changing ideas simply and quickly.
The Innovation in Action workshop provided participants with an opportunity to:
> Discover how top innovators approach problem solving
> Learn how you can apply cutting edge and easy to use design principles and methodologies to generate innovative ideas for community sport products, services and programs
> Participate in a practical ‘rapid prototyping’ team challenge to design innovative community sport membership models simply and quickly
"The Subtle Art of Getting Noticed" - 2012 CCCU PR/Comm ConferenceThe Image Group
Presented by:
Layne Fuller
Jason Kehrer
Ed Van Poolen
Good communication tells your story in a way that speaks to your audiences and stands out from the other college advertising. It is important that your messages are relevant and that your creative is really, really good. In this session we will help you understand how to build on research and strategy, and start to think critically about creativity and communication. We will break down keys to creative communication and provide tips for finding insights.
How to Manage Creative People – Top Tips from the ExpertsWebdam
We know why you’re here.
You manage creatives or at least you want to, and they’re a tough bunch to figure out. As much as you might want to sometimes, you can’t just treat them like everyone else. – they’re different and they do important work that the rest of us simply can’t replicate with any sort of quality.
So let’s figure this thing out: communication, motivation, criticism – the whole nine yards. To help us out with that, we called in dozens of the most incredible art directors, creative officers and brand managers on the planet. They were gracious enough to give us a little insight into how they get such impressive results from their creative teams.
And now we’re sharing that good stuff with you. Enjoy!
Start with a concept (and stop designing like a robot)Florian Cordier
In a digital industry driven by data, research, sprints and frameworks, I still believe that finding a concept remains a powerful and refreshing way for designers to create impactful, strong and memorable experiences.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
buy old yahoo accounts buy yahoo accountsSusan Laney
As a business owner, I understand the importance of having a strong online presence and leveraging various digital platforms to reach and engage with your target audience. One often overlooked yet highly valuable asset in this regard is the humble Yahoo account. While many may perceive Yahoo as a relic of the past, the truth is that these accounts still hold immense potential for businesses of all sizes.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.
Ideaicide
1. ChangeThis
Ideaicide
How To Avoid It And Get What You Want
By Alan Parr & Karen Ansbaugh
No 42.05 Info /8
2. ChangeThis
Death of an Idea in One Act
scene: Chairs swing side to side; eyes fall on the presentation
materials. Alan watches the faces around the table.
Everyone tries to be invisible. Eye contact ceases. Alan thinks
his pitch to save the failing project was great. His boss
looks at her boss, the project sponsor. The words finally come,
slowly at first: “we’ll take your idea under advisement.”
Then faster and faster: “…not part of the original plan—we
can’t do that…not our business model—we can’t do that…
not cost effective— we cannot do that.” Chairs swing side to
side; heads nod smugly. Everyone knows the idea is dead,
dead, DEAD.
No 42.05 Info /8
3. ChangeThis
This scene is played out in companies big and small around
the world. We call this phenomenon “Ideaicide.” Ideaicide
muzzles innovation and ruins companies, yet it is in your
power to do something about it. Ideaicide is your problem.
Every great company starts out small, churning out ideas and looking for a breakthrough. When
they stumble on to an innovation, they milk it for all it is worth. Company structure, policies and
culture are then set in stone to support the original success. In today’s business world, a company’s
most important asset is still its ability to continually come up with new ideas. So how do you advance
great ideas and personal vision through corporate cultures, politics and organizational alignments
that are inclined to resist them? How do you avoid Ideaicide and get what you want at work?
We will look at when and how to pitch ideas, and to whom they should be pitched. Using the movie
industry as a background, with its long history with the pitching process, we will divide the steps
to success into two distinct areas: the audience (people) and your storyline (content). To avoid
Ideaicide, you must get an audience to believe in your idea and to see the possibilities in your story.
So let’s start with your audience, and understand the dynamics of the people around you.
No 42.05 Info /8
4. ChangeThis
The Audience
Captain, Road Prison 36: What we got here is... failure to communicate.
COOl HAnD luKe (1967)
In any large corporation, innovators that put forward new ideas have the deck stacked against them.
Most companies are laced with people who are very quick to say “no.” Let’s go back to our one act
play. It doesn’t matter what the idea was, the “pitch” to present it did not capture the imaginations
nor overcome the conventional wisdom of the audience. The use of the term conventional is not
derogatory—just descriptive. We are all conventional about something; in this mindset we need context
and a reason to act: “What does this have to do with me?” and “What’s in it for me?”
Get to know your audience before you put together your pitch. This means understanding the
corporate culture you’re in, the people you deal with in general, and lastly who holds the power
in your organization.
Corpor aTE CULTUrE
Michael: Fredo, you’re my older brother, and I love you. But don’t ever take sides with anyone against the Family again. Ever.
THe GODfATHer, (1972)
Corporate culture is the air of conformity that fills a workplace. New employees on arrival are
indoctrinated into the culture. “This is our history. This is our philosophy. This is who we are,
and this is who you are.” For most companies, there is the corporate-brand culture (those things
that the company aspires to in the public eye), and the local culture of a division or business
group within the organization.
No 42.05 Info /8
5. ChangeThis
In your quest to advance your idea you should know that (a) tying your idea to the corporate-brand
culture is okay (you’re essentially taking the moral high ground), but (b) if you haven’t addressed
the behaviors and beliefs characteristic of your local culture, you probably won’t get very far.
You will find yourself alone and exposed on the moral high ground, an easy target for the locals.
So find those corporate goals that you believe in and can support with your idea, and get to
know the locals.
Alan describes his failure to take into account the locals –
“At the time, some software had been released prematurely. It had many problems, and we were
losing customer accounts. But as a problem solver, I looked on this as an opportunity to shine;
I was on fire, constantly giving suggestions. I was trying to make things great, but I was also
creating negative perceptions with some people who thought I was a loose cannon. Unawares,
I was beginning to make some enemies.”
SCrEEN TEST:
Know your scene. What are the stated business goals? What are the unstated
business goals? These are some of the motivations you have to understand and weave into your
pitch. Understand the corporate and local cultures into which you are pitching your ideas.
No 42.05 Info /8
6. ChangeThis
pEopLE
Forrest Gump: Mama always said life was like a box a chocolates, never know what you’re gonna get.
fOrresT GumP (1994)
people want to help people they like. It’s that simple. Being respectful, gracious and a good listener
does make a difference. Informally chatting and asking “what do you think about…” questions at
lunch, walking to and from meetings or while waiting for the coffee to brew in the break room will
pay-off when you pitch your idea. These traits coupled with a sense of humor will take you and
your ideas far. Keep in mind the following:
1. people need to be able to answer the questions: “What does this have to do with me?”
and “What’s in it for me?”
2. people need to be convinced that a new idea is worthwhile.
3. people need to be heard.
4. people need time to absorb new ideas.
5. people need to perceive you as trustworthy.
Karen has found “cold calling” helpful. When she is tasked with coming up with a solution idea,
she will call or email relevant people and ask their opinion or gather some basic information about
their area. By doing this one on one, she establishes a rapport with people who may be critical to
supporting her idea; she gets a feel for what is important to them and becomes more knowledgeable
about relevant issues. If you ask for a wide range of views, especially from those beyond your usual
circles, you increase your potential to see what you can’t see.
No 42.05 Info /8
7. ChangeThis
When you use cold calling in the process of formulating your pitch, you build trust with your soon-
to-be audience. Your pitch will be somewhat familiar to them and tailored to answer those two most
important questions people need answered. people who don’t know you start to perceive you as
someone who pays attention, possibly an authority on the particular subject, and when they hear
some of their issues addressed in your pitch, they are more open to your ideas. The more connec-
tions you make with people and the environment, the more pathways to the future you create.
SCrEEN TEST:
Start chatting with people about what they think. You will be able to incorporate your findings
into your pitch or, at the very least, know where the issues lie. Conversations can be informal
or scheduled based on individual preference (theirs not yours), and they should be relatively brief,
no more than 30 minutes and usually under 10. ask open-ended questions. Take notes.
People want to help people they like.
It’s that simple.
No 42.05 Info /8
8. ChangeThis
poWEr
Merovingian: “Choice is an illusion created between those with power and those without.”
THe mATrIx relOADeD (2003)
Having a corporate leader bless an idea early on (or appear to have blessed it), usually causes all
other concerns to vanish. Market research, cost benefits and focus groups’ results can all be magi-
cally overcome. Managers who are intrapreneurs provide the best form of sponsorship to a new idea.
These intrapreneurs create products, make decisions and take risks. They are willing to put some
faith in the unknown, and to provide a supportive environment for bringing ideas to life.
The question to be answered in your corporate scene is—who has the power? Do you need to sell up,
sell down or sell sideways? (Note: we don’t believe in selling out.)
Selling up is the standard and ultimately compromising task of convincing everyone above you,
hierarchically, that your idea is worth pursuing. Selling up works well when your immediate
superior(s) is strong, well respected within the organization, has a good track record of bringing
new ideas to life, and can set the stage when presenting your idea to the rest of the hierarchy
and smooth out any initial criticism. Selling up is tough, and clearly a team-game.
Selling down, on the other hand, is much simpler. It is the process of obtaining approval from
the most powerful person first. Selling down works well in relatively small organizations, where it
is easier to obtain access to the people at the top. Understanding the personalities involved in the
approval process can help you to control the situation. Selling down, of course, can have undesired
effects too, as John Lassetter of pixar and Disney fame, found early on in his career:
“When it came time to show the idea, I remember the head of the studio had only
one question: how much is this going to cost? We said about the same as a regular
animated feature.
No 42.05 Info 8/8
9. ChangeThis
He replied, ‘I’m only interested in computer animation if it saves money or saves time.’
We found out later that others had poked holes in my idea before I had even pitched it.
In our enthusiasm, we had gone around some of my direct superiors, and I didn’t realize
how much of an enemy I had made of one of them. I mean, the studio head had made
up his mind before we walked in. We could have shown him anything and he would have
said the same thing.
Ten minutes after the studio head left the room I got a call from the superior who didn’t
like me, and he said, ‘Well since it’s not going to be made, your project at Disney is
now complete. Your position is terminated, and your employment with Disney is now at
an end.’ So, yeah, I was fired.”
Selling sideways is how most of us have to sell ideas in a corporation. It includes selling up,
selling down and selling to first degree interested parties (meaning those who will be most
affected by your idea). It’s the “it takes a village” approach to getting an idea heard. The trick is
to obtain support while not diluting your idea by incorporating everyone’s suggestions (unless
they are worthy). But do listen carefully as it will help you formulate your pitch.
SCrEEN TEST:
1. Find out who the go-to people are. Which names come up when successful projects are
mentioned? These are the people who get things done and they can mentor you and your pitch.
2. Sell up. Sound out your boss to see what reaction to expect if you go to someone else with
an idea. at best, get your boss on board by showing how your idea will benefit her—reflected
glory is a good thing.
No 42.05 Info /8
10. ChangeThis
storyline
Charlie Croker: Hang on, lads; I’ve got a great idea.
THe ITAlIAn JOB (1969)
Experience in the real world shows that ralph Waldo Emerson was wrong when he said, “Build a
better mousetrap and the world will beat a path to your door.” a vast number of innovations succeed
simply because they are sold better, not because they are better than the competition (VHS v. Beta,
Blu-ray v. HD-DVD). No matter how wonderful something is, it will only be accepted if the right
people can be persuaded of its value (consider the Beatles and EMI). Selling is all about the story.
In this section we will guide you through the process of taking your idea and developing a story
around it—your pitch—that will help you smooth the way to acceptance.
People need something familiar to relate to
in order to gain a sense of comfort with the new,
the strange.
No 42.05 Info 0/8
11. ChangeThis
rEL aTaBILIT Y
Ideas are usually rejected out of turn for being too “something”—too fast, too unproven, too far
beyond the corporate image. “Too something” is a reactionary description used to take the edge off
ideas that are strong, bold, and a little scary at first sight. Your challenge is to help people discover
a means, harmonious with the culture, to accept your concept.
people need something familiar to relate to in order to gain a sense of comfort with the new,
the strange. Creative ideas take the facts, feelings and everyday fictions we all share and find new
ways to connect them. By making the new and strange seem familiar, you not only establish an
opening for your audience to interpret your idea, you create a backdrop against which the edge of
your idea will shine. alan has had great success pitching ideas at a financial services company
using a manufacturing metaphor.
“One of our clients buys financial products, repackages them and sells them in the market.
I used supply chain management as an analogy to demonstrate how new ideas on product
acquisition, forecasting and management would benefit the company. Without the manufacturing
metaphor, these ideas would have been coming out of left field.”
Karen finds using metaphors that are truly ordinary, but relatable to most people, helps her
audiences put themselves in the “scene.”
“Our client’s organization was being merged with another arm of the organization. We had built
some quick and dirty manual processes to accommodate CEO-requested functionality between
the merging entities. We knew there would be additional requests before the merger placed
everyone on the same systems—so we proposed interim solutions to relieve the stress and risk of
the manual processes. The operations managers were having trouble understanding why we’d
spend the time and money. Using the analogy of building small bridges between ‘towns,’ instead
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of using row boats (quick and dirty manual processes) until the superhighway went in, helped
people understand the need and value of interim solutions.”
SCrEEN TEST:
Find a way to make your concept approachable and memorable with a riveting story.
• Take a tried and true idea and show how it benefits from the addition of your concept or
• Take your concept and embed it in a metaphor, preferably one that rings true for your audience
propS
Morpheus: This is your last chance. After this, there is no turning back. You take the blue pill—the story ends,
you wake up in your bed and believe whatever you want to believe. You take the red pill— you stay in Wonderland
and I show you how deep the rabbit-hole goes.
THe mATrIx (1999)
How you present an idea is of paramount importance to its success. More often than not, if you
don’t use the right words and images, you won’t set the foundation for the rest of the conversation
to follow. You need to present your idea through concrete images, associations and stories that
are within people’s comfort zones. a little “wow” factor helps, too.
In describing something new, something beyond most people’s vision, you need to create a
mental map for them to follow you and your idea to its successful conclusion. The art of making
a mental map is to hook your audience with what they know and then explain what they don’t
know. Start with a construct that everyone is familiar with and add to it.
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So how do you create a construct for something that people have never come across before?
Make up a new word. The title of this manifesto, “Ideaicide,” is a fine example. It cuts through the
clutter and gives everyone a new word that they can agree on. If we called it “Innovation,” we would
probably find that a lot of people have their own notions of what innovation means.
another trick is to literally draw them a picture (or map). We have used a brief form of storyboarding
with our clients. Instead of powerpoint slides with bullets, we illustrate the concepts with pictures in
two or three slides. Think about alan’s supply chain metaphor—he illustrated that using the client’s
financial vocabulary to label it. Karen’s storyboard had three panels: (1) isolated “towns” separated by
a river, (2) narrow bridges connecting the “towns” until (3) the superhighway connects everyone. She
also used the client’s terminology to label the panels.
Helping people to create mental maps and shortcuts through clever word use allows everyone to be
on the same page when you get to the heart of your idea. Illustrated metaphors help people grasp
and retain your idea. a little razzle-dazzle makes them pay attention. When you buy something,
doesn’t the packaging play a role in piquing your interest?
SCrEEN TEST:
1. What is left on the cutting room floor in movie production is at least as important as what is
shown to the audience. Without great editing, even the best storylines can be blurry, disjointed
and lack a punch. Go over your materials. Make sure everything directly supports your idea. If
you have promised them a comedy, deliver comedy, not a tragedy with a few weak laughs.
2. Your props must convey your idea. If they need to be sophisticated, make sure they are. If you
want input from your audience, make them more open-ended, less polished to show you are
open to suggestions. Note: “less polished” is not sloppy or thrown together.
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3. THE pITCH
Jerry Maguire: I will not rest until I have you holding a Coke, wearing your own shoe, playing a Sega game *featuring you*,
while singing your own song in a new commercial, *starring you*, broadcast during the Superbowl, in a game that you are
winning, and I will not *sleep* until that happens. I’ll give you fifteen minutes to call me back.
JerrY mAGuIre (1996)
Ideas rarely sell themselves. people need to be convinced that a new idea is worthwhile. as film-
maker oliver Stone put it: “I think that magic is perhaps the most important part of the pitch. and
in a sense… it’s a seduction, a promise of what lies ahead. at a certain point the writer needs to pull
back and let the producer project himself as the creator of the story… project what he needs to onto
your idea that makes the story whole for him.” Stone’s point is crucial: once someone becomes ex-
cited enough to add their own creative touches, it means that they are seeing the possibilities. They
believe in your idea. If you can make someone feel creative, they will likely view you as someone with
imaginative ideas. They will want more.
Clearly, in making your pitch there is a need to “please” your audience and gain their acceptance.
However, there can also be an organizational pressure to fit the mold and succumb to the corporate
party line. We actually recommend that you begin by moving in the opposite direction—don’t try to
please right off the bat. When you’re pitching, begin by describing the current situation. Talk about
what’s broken, and list the issues that the organization faces. This may seem illogical, but in all great
storylines, the author creates a problem, and then solves a problem. Do this respectfully—focus on
the results that are not happening, acknowledge roadblocks that may be impeding progress, and
do not point fingers. If you did your cold-calling screen test, you framed the issues as a problem
solver, not a loose cannon. Your opponents won’t hesitate to launch into a tirade about the imaginary
problems your idea may cause if you haven’t established mutual recognition of their issues.
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also, being the uber-professional isn’t always important, and it can backfire if one is stiff, boring, or
coming across as “just a suit.” Such pitchers are seen as insincere, passionless, and lacking imagina-
tion. Conversely, naïveté and quirkiness can convince others that a pitcher has fresh ideas as long
as there is substance to their pitch. Finally, never pitch a laundry list of ideas. a Hollywood producer
once said, “There’s not a buyer in the world you can convince that you have the same passion for five
different projects. What you’re selling is your passion. You’re rarely selling your idea. You are selling
you. You’re selling your commitment, your point of view.”
SCrEEN TEST:
1. review your materials and spiel with someone you trust—think of it as a dress rehearsal.
Ideally, you have found an innovation mentor who knows the ropes at your company
and can give you solid feedback. otherwise, find someone you trust who can be objective
and brutally honest. pay attention to the reasoning behind their comments—you may
need to reorder what you say, or edit more before you pitch.
2. While a cast of thousands worked well for Cecil B. DeMille, the “wisdom of crowds” never
happens in pitch meetings. again, if you’ve done your “who has the power” screen test, you
have a fairly good idea of who you should pitch to first. You may not have control over the
list of invitees, but you can frame your request for a meeting with language such as “I wanted
to run it by you and (fill in the blank) first to see if it makes sense.”
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rEWrITES HappEN
Harry Burns: Had my dream again where I’m making love, and the Olympic judges are watching. I’d nailed the
compulsories, so this is it, the finals. I got a 9.8 from the Canadians, a perfect 10 from the Americans, and my mother,
disguised as an East German judge, gave me a 5.6. Must have been the dismount.
WHen HArrY meT sAllY... (1989)
Sometimes even with a great idea, a solid story and a great pitch, things can go awry. Timing
or events beyond your control will get in your way and you’ll find yourself looking at rejection.
Be prepared for resistance. You may be so far ahead of the curve that people don’t yet understand
what you’re saying. after all, if you’re working on a truly original idea, there is no way on earth
to prove ahead of time that it’s going to work!
First things first—don’t give up! rejection happens to everyone at some point in their career.
If you’re not being rejected, you’re not trying hard enough. Secondly, evaluate what happened
with your pitch. The critics aren’t always right, but your gut feeling usually is. Be objective.
Could something be improved? Is your idea (or are you) simply not a fit for the organization?
Keep thinking, keep communicating; keep trying. over time, the validity of your idea will resonate
with those who are willing to listen. and, if someone doesn’t “get it,” just move on. It takes
courage to resist the gravitational pull of corporate entropy, but it is the best thing for you if
you wish to remain an original thinker.
If you’re working on a truly original idea, there
is no way on earth to prove ahead of time that it’s
going to work!
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To close the opening scene, alan describes why things went wrong:
“Looking back I can see the errors that I made. The group I was presenting to was sensitive, even
defensive… My idea could’ve been taken as criticism of their earlier decisions. I was selling up
without a team, without a champion. I had created negative perceptions that I wasn’t a cultural
fit. My idea was not conventional. My pitch was technical, and I disengaged the catchers who
weren’t technical even though they worked in IT. I oversimplified the issues, leading the audience
to believe that my idea was excessive and a waste of money.”
So what happened to our intrepid idea pitcher alan? as you recall, his idea was not accepted. The
company lost large accounts because the software project did not perform as advertised. There were
lay-offs, and when the dust settled, alan’s idea was successfully implemented. alan was long gone,
however, having chosen to get out and start his own business. He is happily (and successfully) selling
his ideas up, down and sideways.
If you have reached this point, you are ready to step outside the confines of the corporate box and
open yourself and your ideas to others. This takes courage.
Congratulations and successful pitching!
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info
About the AuthorS
alan parr and Karen ansbaugh are cofounders of the openSky Consortium. They approach consulting with
creativity, elegant execution, and wicked senses of humor. Each, having gone through several career
iterations, finds a “management-design-development-consultancy group” a perfect match for their respective
skills and so do their clients.
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