Delivering thevision
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This document outlines a 5-step process for developing ideas: 1) Define an ideal future state, 2) Identify key issues to address, 3) Brainstorm strategies, 4) Evaluate strategies to identify high-potential solutions, 5) Communicate the solution to stakeholders. It then discusses categorizing ideas as "winning moves", "tactics", "time wasters", or "crazy" based on their impact and ease of execution. Finally, it provides a framework for developing a "game" or plan that defines the goal, audience, message, and means of expression.
Delivering thevision
- 2. IDEAS 1. Idealize: define an ideal future state of the system 2. Diagnose: identify the key issues that must be addressed to achieve this ideal state 3. Explore: brainstorm creative, out-of-the-box strategies for addressing the issues identified 4. Assess and analyse: evaluate potential strategies to isolate those with the highest potential and then test their value with fact-based analysis 5. Story: wrap the resulting solution into a story that wins the interest and support of the key stakeholders needed to bring the idea to fruition
- 3. CREATE A COMPELLING IDEA What is we would like to achive in the given amount of time.
- 4. DIAGNOSE THE CHANGES THAT NEED TO TAKE PLACE
- 6. ASSESS THE BENEFITS AND CONSEQUENCES
- 7. 1. “Winning moves” – high impact (or “path”) and high “ease” ideas that you should probably begin acting on immediately 2. “Tactics” – ideas that are easy to execute, but that will not significantly improve your situation. You may want to execute these but do not prioritize them as strategic 3. “Time wasters” – low impact and difficult-to-achieve ideas that are probably wasting resources. We often find that through this exercise companies identify many initiatives that are time-wasters. Remove these from your agenda to focus on higher-return efforts 4. “Crazy” – these are ideas that appear difficult to achieve but that could lead to significant strides to you advancing along the path. Innovative companies tend to keep these ideas alive. They continue to discuss such ideas, looking for ways to improve their achievability. Most companies, however, have no room for such ideas and risk being surprised later, but the creative competitor finds a way to make the idea work
- 8. THE GAME GAME: 1. Goal: what do you want to achieve? 2. Audience: whom do you need to influence or get input from? 3. Message: what do you want to say? 4. Expression: how will you deliver the message
- 9. GOAL 1. To understand: you may not yet be sure what position someone holds or what role they play. So you are often seeking simply to better understand their view and role. 2. To loosen: when someone is in strong opposition and/or when you have multiple opportunities to engage with someone, you may only need to move them toward being open to another point of view. If you can get them to say, “I’m willing to consider alternatives” or, “OK, I’m willing to hear more,” that may be all you need to produce agreement. 3. To convince: your goal may be to convince someone of something and have them take action on that conviction.