September 24th, 2010 § § permalink
Innovation is the successful exploitation and execution of the opportunity of an idea within a business model.
Innovation – This is the space following an idea generation session (creative thinking, brainstorming, etc.). Innovation deals more with quality, evaluation and implementation. It’s an idea that has the proper resources supporting it and ideal market conditions ahead. Innovation is about moving a novel idea into an idea of value that fills a specific need. Identifying an innovative idea can be a creative process.
Idea Generation – The generation of ideas. This deals with quantity and novelty. This is what we typically refer to as Creativity.
Opportunity – An opportunity looks at and depends on resources (capital, staff, sales team, etc.), and conditions (consumer need & desire, idea value, competition, timing, etc.)
Bottom Line: Innovation is when a highly creative person becomes a successful entrepreneur.
September 20th, 2010 § § permalink
The Culture of an organization is a set of beliefs, a way of thinking, a way of allowing, a way of doing, a way of respecting and honoring – it’s the fabric that holds and shapes forward momentum. But, Culture cannot exist in a vacuum. Culture cannot just happen and continue to happen without something constantly supplying and shaping it (The Vision). Also, Culture cannot exist without shaping and influencing something else (Strategy & Creative).
The Vision – Behind the operation of any organization (the daily routines, the returns, the balances, etc.) there is a purpose that pushed the business forward. This purpose never changes.
The Culture – The Culture is the Vision-shaped and Vision-influenced space in which the Strategy and Creative can thrive. It is the intangibles in the environment.
The Strategy – In order to fulfill the vision, methods need to be implemented (hire staff, lease an office, launch an advertising campaign)
The Creative – For the Strategy to be relevant, valuable and engaging, it needs to be packaged and implemented in creative ways (an impressive compensation package, an office with a view, a mobile and Facebook marketing campaign targeted at the 18-25 year old’s who live in southern California)
The Culture fosters the Strategy & Creative, and ensures that the Vision is property executed.
Takeaway – Alignment can be more effective and precise if the organization’s Culture is continually reassessed. The Vision can then have a greater level of impact on the way it’s implemented.
September 17th, 2010 § § permalink
VSC Idea Management™ is a open model for managing the onset, development and execution of ideas; whether they are events, products, systems, or campaigns.
It can be applied in advertising campaigns, corporate planning and systems, business initiatives, new market penetration, product development, cost reduction, goal setting, and entrepreneurial ventures.
The VSC Architecture™ questions and notes are intentionally broad to encompass the wide spectrum of nuances that are unique to industries, challenges and opportunities. And, the model is structured using three variables; Vision (Why), Strategy (How), and The Creative (What).
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September 16th, 2010 § § permalink
Smaller sets are manageable – whether they are people, projects or things. We’re able to see them in their entirety. We understand the dynamics, processes, resources and forces involved. And we have a greater and more intimate control over the smaller sets.
A trip is seemingly shorter and manageable when frequent stops are part of the journey.
When problems arise, they often present themselves as a complex cacophony of stuff that must be timely addressed and resolved. To navigate through a problem, we need to first understand the territory that makes up a problem, then begin to look at the individual characteristics of the problem to generate solutions.
When problems arise, any of the following characteristics are creating the problem:
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