Seeds workshop
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The document outlines an idea workshop focused on determining strategic initiatives or "seeds" for an organization. It provides guidance on what makes a good seed, including being a multi-year goal that allows progress towards a larger objective. The document also covers brainstorming principles and a process for theme generation, grouping, voting and idea exercises to identify priority seeds.
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Read a selection of your colleagues’ postings.Respond by Day.docx
Read
a selection of your colleagues’ postings.
Respond
by
Day 5
, to two or more of your colleagues in one or more of the following ways:
Select a question offered by your colleague that he/she did not use and suggest potential ways that your colleague or the organization might drive innovation and overcome the barriers and status quo.
Compare your colleague's findings to those of others and your own. If you see similarities, explain why the status quo might appear similar across different workplaces and industries. Do not limit your responses solely to budgetary or resourcing constraints.
Identify any challenges at a colleague's workplace that seem unique or that you have not encountered before. Offer your ideas about why you think those are important and which discovery skill from Dyer, et al., would best enable your colleague and/or the organization to drive innovation and overcome the barriers and status quo. Be sure to provide your rationale for your choice.
Offer your insights to your colleague about the value of this process and importance of using it to identify opportunities for innovation or opportunities to challenge the status quo.
POST1
Ten Questions that challenge the status quo at my current workplace:
1. What if we allowed customers 24/7 access to our model homes, would this increase our sales?
2. What if started a program that allowed customers to stay for one night in our model homes so that they could get a feel for the home (see if it’s a good match)?
3. What if home loans were easier to get and builders covered more costs for the customers?
4. What if my organization stopped focusing intensively on the sale and more on the actual customers’ needs as a homeowner?
5. What if all employees tried to help one another versus helping themselves? What affect would this type of partnership have on the company and its customers?
6. What if we built more than the traditional clubhouse, pool house, and common areas in our communities? What if we offered something that isn’t common such as a community go-kart track or skating rink?
7. What if we decorated the exterior of our central office, including our showroom, in themes each week to excite and attract customer’s attention? Imagine the word-of-mouth advertising we would generate.
8. What if we built a home for the local homeless people to stay in and take up donations for them to get back on their feet?
9. What if we gave one house a year away to someone in need? This type of generosity may attract customers who can appreciate us giving back to the community.
10. What if washed people cars, cut their grass, take out their trash, etc. in exchange for a donation to a local charity?
The one question I chose is #5: “What if all employees tried to help one another versus helping themselves? What affect would this type of partnership have on the company and its customers?”
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To Accelerate Change8Steps©2017 Kotter International.docx
To Accelerate Change8Steps
©2017 Kotter International
2017 will mark the 21st
anniversary of John Kotter’s
Leading Change, a book that’s been
widely recognized as the seminal work in
the field of change management. It
introduced the 8-Step Process for Leading
Change with a message to the reader:
“You can lead change.
Here is how to do it.”
©2017 Kotter International
Six years ago,
Dr. Kotter began
observing organizations
as they implemented
the 8-Step Process
with help from his firm.
He saw proof that our
world is moving a great
deal faster than it was in
the early 1990s.
©2017 Kotter International
No matter how
you look at it,
the world is
moving faster...
©2017 Kotter International
Dr. Kotter also
observed that the rate
at which our world is
changing is increasing,
but our ability to keep
up with it is not.
©2017 Kotter International
What has remained the same?
The two fundamental reasons behind most
transformations are still the need...
To increase revenues/profits or decrease costs
To become more effective or more efficient
Or both.
1
2
©2017 Kotter International
Do your leaders and workforce present
obstacles? Are they…
• Disengaged from their roles, colleagues, managers,
customers
• Falsely urgent: consumed by constant activity and
firefighting
• Complacent: lulled into thinking that what got you here will
get you there
• Lopsided: focused more on management
than on leadership
• Siloed: known more for boundaries
than gateways
©2017 Kotter International
We at Kotter International have expanded our
thinking and work
– have enhanced our 8-Step Process –
to give organizations additional capabilities to lead
change under the particular conditions of today’s world.
The breakthrough is in Accelerate, our book length
study published by Harvard in 2014. We have increased
the scope of the 8-Step Process from its original version
to give it reach and potency in 2015 and beyond...
©2017 Kotter International
Both versions are relevant and effective today, but
they are designed to serve different contexts and
objectives
Leading Change’s
8-Step Process (1996)
Accelerate’s
8-Step Process (2014)
Respond to or affect episodic change
in finite and sequential ways.
Run the steps concurrently and
continuously.
Drive change with a small, powerful
core group.
Form a large volunteer army from up,
down, and across the organization to
be the change engine.
Function within a traditional
hierarchy.
Function in a network flexibly and
agilely outside of, but in conjunction
with, a traditional hierarchy.
Focus on doing one thing very well in
a linear fashion over time.
Constantly seek opportunities,
identify initiatives to capitalize on
them, and complete them quickly.
©2017 Kotter International
The purpose of this
eBook is to introduce
you to the enhanced
8-Step Process
©2017 Kotter International
STEP 1
Your top leaders mu ...
Ccic module 7 - creative collaboration, community & connection
This module explores the concept of creative collaboration, community and connection. it is the final module of this course.
Positioning Webinar for defy.vc - Andy Getsey - Dec 17, 2020
Here's the deck I shared at a Webinar on startup positioning with portfolio companies at Defy.vc. Thanks to Trae Vassalo for the invitation and to David Tal, co-CEO Verse.io for sharing his perspectives.
Insights From the Lean Startup Conference 2016
The document summarizes key points from several speakers at the Lean Startup Conference 2016. Guy Kawasaki discussed changing the language around MVP (minimum viable product) to MVVVP (minimal valuable viable validated product). Sam Parr of Hustle said companies should be comfortable with ambiguity. Jeff Gothelf advocated for continual experimentation in projects and programs. Finally, Eric Ries closed by saying entrepreneurship allows us to create something awesome.
Identifying winning products
The document discusses key ingredients for identifying winning products. It emphasizes the importance of taking a broad view, considering all relevant factors like users, technical requirements, manufacturing and economics. An integrated cross-functional team allows developing a cohesive product faster. The process should be agile, iterative and data-driven to generate insights and validate assumptions before moving forward. Overall success comes from having the right resources, process and structure and making decisions at the optimal time.
11 Generating Ideas
This document provides information about generating ideas for social enterprises, including finding business ideas, testing ideas, and planning group development. Specifically:
1. It discusses various ways to find business ideas, such as identifying local skills, copying other social enterprises, and determining needed goods/services.
2. Testing ideas is important, including assessing viability, available skills/resources, marketability, profitability, and funding potential.
3. Planning group development requires considering roles, decision-making, training, applying lessons learned, managing work, and reviewing progress. Setting goals, strategies, and timelines is part of the project planning process.
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Diversity of Thought - What it is and how do you implement it as a diversity ...Career Communications Group
Diversity of Thought – what is it and how do you implement it as a Diversity initiative
Learning objective: Discuss creating an environment of diverse thinkers and improving successful business strategies
Diversity is a resource to be accessed and utilized for superior performance and innovation in part because of “more-than-one-way- thinking” which results in innovation and creates an agile workforce. Access to diversity of thought is blocked unless organizations also create an environment of fairness, non-discrimination, respect, trust and where employees feel that their voices matters. The social justice side of the diversity conversation is directly linked to the performance side, without it, Diversity of Thought is a human resource withheld. Diversity of thought allows for differing perspectives on ideas and unique insights into problems, it creates opportunities for innovation and partnerships in unexpected places where ideas will develop into newer and more forward-thinking ideas that can be implemented as successful business strategies.
At the end of this seminar, participants will be able to:
a. Identify Diversity of Thought and it’s evolution
b. Understand the challenges to creating a culture that Embraces Diversity of Thought
c. Implement and measure Diversity of Thought
d. Explore the Four Point Sequence and the Predictive model frameworkHow Change Happens
An overview of how change works, and what can be done to accelerate transformational change in an industry. Created for the Openlab Workshop, December 1-2, 2015 in Washington, DC.
Transformational Growth
The document outlines 8 steps to bring transformational growth to a business: 1) Decide you want exponential growth and what you're willing to change to achieve it, 2) Write down your goals and dreams clearly, 3) Share your dreams with others to gain support and input, 4) Take daily action towards your goals through planning, sharing ideas, etc, 5) Continuously learn new skills, 6) Regularly celebrate progress and accomplishments, 7) Track your progress towards milestones, and 8) Help others along their journey by sharing experiences and advice. The author emphasizes that transformational growth requires daily discipline and following simple steps consistently over time.
Design Thinking for Creative Confidence
In February I spent one week with 25 students from different disciplines at European institute of Design in Rome, (IED Rome University). Every year the university holds the event called IED Factory where a cross-pollination of skills and backgrounds mingle to boost creativity, diversity and collaboration. Twelve workshops take place and the students are bound to deliver a final project after an intense week of activities. I designed the workshop to introduce the Design Thinking approach and to instill creative confidence. Visual Communication, Fashion Designers, Fashion Stylist, Photography, Animation, Jewellery Design are the different areas where the participants came from.
The following are my findings.
What’s the problem? Create trust and serendipity.
At the outset my approach was to build up the atmosphere of one spine of 25 designers. In the first two sessions I tried to instill the design thinking skill set: observations, empathy, trust and collaboration. Then I set up 5 teams and showed them three challenges in Sustainability, Transport and Health & Food.
A culture of innovation.
As soon as the participants begun to perceive the sense of purpose, the edge of ‘Familiar vs Unfamiliar’ using storytelling, the Design Thinking methodology is a toolkit that implies a culture of risk, trust and failure. It creates scenarios of use, provokes and inspires alternatives.
The projects…? No, it’s the path, it's the discovery.
People are creative. Yes, they are indeed. In few days they went through ‘discover, ideation and prototype’ phases delivering an app and website for ‘Health & Food’, two ‘Educational rubbish bin’ for Sustainability, a thematic bus. Well, they did not find any investors. They adopted the mindset to show themselves things to explore, test and learn. The video below shows an example.
From the idea of design object to think instead designing behaviours.
First I needed to understand why I was going to do the workshop and what was the gap I could support as facilitator. The plan was to create contents, activities and my approach based on a design for knowledge, skills and motivation. So I focused on those scenarios rather than a design for habits, communication and environment.
Designers design their way through the problem
Once the participants start learning by doing, they also trust the process and forge their own way to go through. Eventually the thorny issues such as get people talking in the streets, reframe questions and create a storyboard helped them to see new opportunities. Then they transformed data into actionable ideas. However, as facilitator you are a designer as well. Therefore you also design your way through the problem with them.
Lesson Learnt
By focusing on creating a challenging context you might be able to offset the pressure to provide all the interactions; let the learners interact with each other. In terms of content, it is less than you think it is.
When creativity is a lost investment
Do you plan to invest in creativity and innovation in your company? This article will give you a few things to consider before you do.
How to build a content marketing and social media engine
What does it take to create a successful content marketing and social media engine that drives strong business results?
- Building a content and social media strategy that is tailored to your resources
What are your business objectives?
Who are you trying to impact?
Write down your vision.
How will your content create value for your target audience?
What resource constraints do you have?
What type of content could disrupt customers priorities?
Who do you need to get buy in from for your strategy to work?
What skills do you need to be successful?
Structuring your cross-functional team
Define roles and responsibilities
Building processes and workflows (Get work done and scale)
Use the right tools to enable collaboration
What type of tools does my team need to be successful?
Putting your Strategy Together
Joe Barrell, The Eden Stanley Group
Mission Critical: Crafting your communications strategy workshop
www.charitycomms.org.uk/events
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Seeds workshop
- 1. ‘Seeds’ Idea Workshop You reap what you sow.
- 2. What is the challenge? There is so much legitimately useful work that we can do. Determining priority based on solely on ROI is fraught.
- 3. Why does it matter? In the absence of a shared strategic vision we can become reactionary and our perception as product leaders diminished.
- 4. How might seeds help? They can provide a strategic context when deciding which initiatives to pursue and which, while useful, we should not pursue.
- 5. Not to big and not to small. What Makes a Good Seed?
- 6. “Focus and Dominate” Too Big
- 7. “Build world class expertise in on site audits” Better Size
- 8. “Convert Workflows to to-dos” Too Small
- 9. “Establish the to-do list as the single source of truth for requests by community owners.” Better Size
- 10. What makes a Good Seed? • Usually sticks arounds for a while. If you can accomplish it in 6 weeks you probably need to go bigger. Usually 1 maybe 2 years. • Accomplishing a seed allows you to get to something you can presently do. So if this years seed is “Clean up and Normalize the data in connect”. Next year’s seed might very well be “Use our data to answer questions our customer’s didn’t know to ask.”
- 11. Brainstorming Principles • Defer judgment • Encourage wild ideas • Build on the ideas of others • Stay focused on the topic • One conversation at a time • Be visual • Go for quantity
- 12. Theme Generation 10m Go wide: If something feels like it is tailored to a particular feature or initiative is there a way to express it as a wider goal that opens it up to alternate or multiple approaches? Ex: "Add the ability to assign items in the to-do list" But not too wide - If a theme is to broad it can hard to take action Ex: "Make FoodLogiQ the industries leading traceability software"
- 13. Adjust Group & Synthesize (15m) Are there themes that are saying the same thing in different ways? Let's group them together and maybe write a new theme that encompasses them. Are there ones that are to wide or too narrow? Adjust accordingly.
- 14. Quick Vote (5m) Everyone gets 5 dots to apply as they see fit.
- 15. How Might We Exercise (5-8m per seed) For the highest vote getting themes generate ideas that could advance them. No doubt many will be existing initiatives but no need to limit ourselves.