Dan Pink on “the puzzle of innovation”: A TED video
I check out TED videos every chance I get because they comprise a treasury of information, insights, and wisdom provided by thought leaders in one or more of three fields: Technology, Entertainment, and Design. Dan Pink has much of value to say about all three.
He is the author of several provocative, bestselling books about the changing world of work. His latest book, DRiVE: The Surprising Truth About What Motivates Us, uses 40 years of behavioral science to overturn the conventional wisdom about human motivation and offer a more effective path to high performance. A Whole New Mind: Why Right-Brainers Will Rule the Future charts the rise of right-brain thinking in modern economies and describes the six abilities individuals and organizations must master in an outsourced, automated age. A Whole New Mind is a long-running New York Times and BusinessWeek bestseller that has been translated into 21 languages. Pink’s first book, Free Agent Nation: The Future of Working for Yourself, was a Washington Post bestseller that Publishers Weekly says it “has become a cornerstone of employee-management relations.” His next book, To Sell Is Human: The Surprising Truth About Moving Others, will be published in December (2012).
His articles on business and technology appear in many publications, including The New York Times, Harvard Business Review, Fast Company, and Wired, where he is a contributing editor. A free agent himself, Dan held his last real job in the White House, where he served from 1995 to 1997 as chief speechwriter to Vice President Al Gore. He also worked as an aide to U.S. Labor Secretary Robert Reich and in other positions in politics and government. He received a BA, with honors, from Northwestern University, where he was elected to Phi Beta Kappa, and a JD from Yale Law School. To his lasting joy, he has never practiced law.
To watch a video during which he discusses “the puzzle of innovation,” please click here.
To check out my interview of him, please click here.
First, Clearly Diagnose (Define; Identify; Clarify) the Problem – Then, and Only Then, Design the Solution
First, read these excerpts and points from Richard Rumelt’s Good Strategy/Bad Strategy: The Difference and Why It Matters:
A leader’s most important responsibility is identifying the biggest challenges to forward progress and devising a coherent approach to overcoming them.
A good strategy does more than urge us forward toward a goal or vision. A good strategy honestly acknowledges the challenges being faced and provides an approach to overcoming them.
…the term “strategy” should mean a cohesive response to an important challenge. Unlike a stand-alone decision or a goal, a strategy is a coherent set of analyses, concepts, policies, arguments, and actions that respond to a high-stakes challenge.
…strategy focuses and coordinates efforts to achieve a powerful competitive punch or problem-solving effect. Bad strategy tends to skip over pesky details such as problems.
• The four major hallmarks of bad strategy: #2 — Failure to face the challenge.
• The centrality of the kernel. The kernel of a strategy contains three elements:
• #1 A diagnosis that defines or explains the nature of the challenge.
• #2 A guiding policy for dealing with the challenge.
• #3 A set of coherent actions that are designed to carry out the guiding policy.
And this (from the “first Google response” to the search term: “strategy define”):
Strategy: A plan of action or policy designed to achieve a major or overall aim.
And now, this:
The classic approach to persuasion is Monroe’s Motivated Sequence. It has five elements, but it boils down to two: Problem, Solution. From the Wikipedia page:
Attention: Hey! Listen to me, you have a PROBLEM!
Satisfaction: But, I have a SOLUTION!
—————-
In the world of business, we have had kind of a run on the “solutions” end of things. Many companies put “solutions” in their very name, and many others find a way to offer “solutions” in their promises to customers.
This is a very good thing to offer – solutions. And until we have solutions, and implement them (back to the centrality of execution), we will not move forward.
But there is a very important – make that crucial — prior step. Before there can be solutions, there needs to be a very clear, a crystal clear, and absolute accurate diagnosis of, and understanding of, the problem(s).
So, whatever else you do in your business life, spend a hefty chunk of time on this: “what is the problem we’re dealing with right now?” Until you know, with precision, the answer to that question, you should not even begin thinking about “what is the solution?”
If strategy leads to a plan of action, (“a set of coherent actions that are designed to carry out the guiding policy”), it really does matter to know just what the issue is that you are dealing with with your plan of action.
First: what is your problem?
And then, and only then: What is the solution?
The Necessity of Constant Improvement & Innovation in an Insecure Business Era
Every business is successful until it’s not. What’s disconcerting, though, is how often top management is surprised when “not” happens.
Gary Hamel, The Future of Management
What limits innovation in established companies isn’t a lack of resources or a shortage of human creativity, but dearth of pro- innovation processes.
Few organizations seem capable of proactive change. How do we explain this?
I think the answer lies, in part, with the difficulty we have in identifying our deeply engrained habits.
Gary Hamel, What Matters Now
—————
We are feeling a little insecure these days.
I think this insecurity is somewhat warranted.
No matter what business you are in, there is a (possibly unknown) competitor planning right now to take your customers away from you. Someone, somewhere, is finding ways to do what you do cheaper, faster, more efficiently. And that someone is figuring out ways to do so with a more simple and captivating design, or more simple and easy to use (i.e. better designed) processes.
The pace is breathtaking. Hamel again: “are we changing as fast as the world around us?”
If you have a good idea, a good product, a good process, your job today is to ask “how do we make it even better?” Be asking it now; keep asking it every day, every week. In every meeting.
(And, have those meetings! You only accomplish what you meet about).
Because someone is asking that question right now. It’s much smarter for that someone to be you.
Andrea Kates: Part Two of an interview by Bob Morris
Andrea Kates
Andrea Kates (akates@BusinessGenome.com) is the founder of the Business Genome® project and author of the visionary bestselling business innovation book, Find Your Next (McGraw-Hill, November 2011). As a business strategist, facilitator, and speaker, Andrea has led more than 250 business innovation initiatives for global corporations, entrepreneurs, and organizations including Royal Dutch Shell (Asia-Pacific), Audi, Allstate, Continental Airlines, GM/OnStar, Hewlett-Packard, JP Morgan Chase, KPMG, the Houston Texans (NFL), and P.F. Chang’s. Find Your Next was based on her original research with top leaders of rapidly growing companies including GE ecomagination, IndieGoGo, LunaTik, Autodesk, Cisco, Sharp Healthcare, and Autodesk. Find Your Next reveals the keys to a revolutionary model of business innovation that has the capacity to change business as we know it.
Known to many as the next generation’s “brand whisperer,” Andrea created the Business Genome project to help companies adapt to a rapidly-changing global business environment and to gain a competitive advantage by discovering cross-industry opportunities for innovation. Her hallmark CoLabs immerses organizations in the hands-on application of cross-industry insights.
Andrea is a member of the TED (Technology, Entertainment, Design) community and featured 2012 TED speaker (short talk).
Here is an excerpt from the first of a two-part interview of her. To read the complete interview, please click here.
To read Part One of my interview of her, please click here.
* * *
Morris: When and why did you decide to write Find Your Next?
Kates: I decided to write it because it needed to be written. Because it didn’t exist. Because I couldn’t find a book to recommend to clients and colleagues that explained how companies were actually finding their way out of feeling stuck—that could actually delineate a process for moving forward and deliver on what everyone was looking for—a path to sustainable revenue growth.
On the one hand, we have classic literature like Michael Porter’s work, but it didn’t focus on discovery and wasn’t written for a world as unpredictable and fast as ours, today
On the other hand, we have books on innovation—by people like Clayton Christensen and Tom Kelley. When you read those books, it’s as if a pure innovation approach is for a particular type of person. An innovator. Born, not made. We can’t all be Steve Jobs (and we shouldn’t try to be).
We needed a book that everyone could relate to, that would help us realize our own innate ability to observe changes in our markets and do something about them. That would help us translate insights into growth.
Morris: Were there any head-snapping revelations while writing it? Please explain.
Kates: I love that phrase, “head-snapping revelations.” Yes. I discovered three about today’s companies that make traditional MBA thinking obsolete: 1.The speed of the market 2. The transparency of today’s business dynamic—we’re connected and social media introduces many new voices into the purchase decision and 3. The globalization of commerce.
With all three revelations in mind, I literally hit myself on the side of my head and realized why we were all so stuck. No process existed for dealing with them. And the book changed as I was writing it.
Morris: To what extent (if any) does the book in final form differ significantly from the one you originally envisioned?
Kates: I was recently on a panel with Sean Moffitt, author of Wikibrands, and he asked me a similar question. He asked me why I hadn’t written the book earlier. I told him I thought I had to crack the code on all of business genomics before I could even get started.
Well, that was never going to happen—I was paralyzed and overwhelmed thinking that I couldn’t write the book until I had all of the answers. I’m sure all authors feel that way when they start out. And we all have to learn when to sit down and just write.
I took a dose of my own medicine. I always tell clients that asking better questions can be the key to unlocking new answers, new opportunities. So, I decided that instead of waiting for the perfect answers to be ready, I would ask the questions with my readers. The power of the book would be the interviews themselves. My asking questions and my readers, or people that represented my readers, answering them. It was the honest telling of the messy stories that didn’t fit neatly into a 7 habits type of list. Conversations with business executives from P.F. Chang’s, GE ecomagination, Placecast, IndieGoGo, EMC Corporation, J&J Global, Korn/Ferry International, GM/OnStar told the real story of how people found their “nexts”—whether it was a multi-billion dollar “next,” like GE, or an entrepreneurial “next,” like Cooper’s Hawk Winery and Restaurant.
Find Your Next went from being yet another academic model or collection of case studies to a very down-to-earth, approachable collection of stories—and the four steps that everyone’s process has in common—whether large or small, business or nonprofit, local or global.
Morris: For those who have not as yet read Find Your Next, to what does the title refer?
Kates: It’s all about taking our organizations from point A to point B. Finding your “next” means just that—how we move toward tomorrow. How we figure out what to do next. When can we see right now? What does it mean about what might happen tomorrow? It’s not as farfetched as it sounds. It isn’t predicting the future, but really looking at the present…and looking at it differently.
How did Nikon see photos changing once mobile phones added cameras, and Flickr and Picasa added photo sharing? Easy.
Morris: What are the core components and major benefits of the business genome?
Kates: You get ahead of the shifts in customer preferences. You evaluate your current performance with creativity, like “trendability”—how well you’re adapting to changes that will affect your company. And your industry.
Morris: Briefly, how can the Business Genome approach help to achieve various organizational transformations? First, of innovation?
Kates: Don’t get seduced into the “let’s create purple tacos” side of innovation. There’s a balance to be achieved between stagnation and pure creativity. The insight here is that innovation can mean recombining things that are in plain sight and accessible, even in another industry—like Zappos customer service.
Morris: Of marketing into a world where customers can be inside?
Kates: Think of your company as an open book or a “glass house” where authenticity rules. We have to observe and listen to our customers—they’re part of our brands now.
Morris: Of talent, culture, and leadership?
Kates: Engagement comes from real buy-in-to ideas. You don’t get buy-in from employee manuals and policies. You get buy-in from real communication with the people you work with.
Morris: Of process by collaboration?
Kates: You need to get all of the players in the room at the same time when you’re designing any new process. The analogy I like is airport design—you can design an airport to streamline baggage handling or make the distance from security to gate the shortest for flyers, but one size doesn’t necessarily fit all.
Morris: Next, the transformation – and proliferation and distribution – of what you call “the secret sauce”?
Kates: Brand is a contact sport these days—everyone (management, front line, customers, competition) has a hand in the molding of your product’s market perception.
Morris: Of the emergence of trendability?
Kates: Business moves at warp speed today. We don’t have to be intimidated by forecast models or wait for the perfect strategy to hit us between the eyes. We can all put “trendability”—the ability to see signs of change before it happens—on our radar screens and build our cultures to respond fast.
* * *
To read all of Part Two, please click here.
To read Part One of my interview of Andrea, please click here.
She cordially invites you to check out the resources at these websites:
http://www.businessgenome.com/
http://www.youtube.com/businessgenome
http://www.facebook.com/BusinessGenome
Andrea Kates: Part One of an interview by Bob Morris
Andrea Kates
Andrea Kates (akates@BusinessGenome.com) is the founder of the Business Genome® project and author of the visionary bestselling business innovation book, Find Your Next (McGraw-Hill, November 2011). As a business strategist, facilitator, and speaker, Andrea has led more than 250 business innovation initiatives for global corporations, entrepreneurs, and organizations including Royal Dutch Shell (Asia-Pacific), Audi, Allstate, Continental Airlines, GM/OnStar, Hewlett-Packard, JP Morgan Chase, KPMG, the Houston Texans (NFL), and P.F. Chang’s. Find Your Next was based on her original research with top leaders of rapidly growing companies including GE ecomagination, IndieGoGo, LunaTik, Autodesk, Cisco, and Sharp Healthcare. Find Your Next reveals the keys to a revolutionary model of business innovation that has the capacity to change business as we know it.
Known to many as the next generation’s “brand whisperer,” Andrea created the Business Genome project to help companies adapt to a rapidly-changing global business environment and to gain a competitive advantage by discovering cross-industry opportunities for innovation. Her hallmark CoLabs immerses organizations in the hands-on application of cross-industry insights.
Andrea is a member of the TED (Technology, Entertainment, Design) community and featured 2012 TED speaker (short talk).
This is an excerpt from the first part of a two-part interview of her. To read the complete Part One interview, please click here.
To read Part Two, please click here.
* * *
Morris: Before discussing Find Your Next, a few general questions. First, which person has had the greatest influence on your personal growth? How so?
Kates: No one has ever asked me that question before–it’s not something I generally share with clients. But now that you’ve asked, I’d have to say Twyla Tharp, a choreographer I studied with when I was a teenager. She was trained in both classical ballet and contemporary dance and was one of the first crossover choreographers—she incorporated nontraditional music like Billy Joel’s and David Byrne’s into her works and blended ballet moves with modern and even pop culture dance moves. That’s right, dancing. I may be a business analyst now, but I’ve lived a lot of lives, and one was as a dancer. What does dancing have to do with business? What could a dancer teach a business strategist? She taught me to have tenacity and fierceness, and her influence didn’t stop there. She actually taught me—through dance—three skills that would impact my career and success in amazing ways:
1. BUILD ON A CLASSICAL, TRADITIONAL DISCIPLINE (ballet) to CREATE A NEW GENRE (modern choreography). Twyla Tharp was never afraid to challenge conventional thinking about classical disciplines (in her case, ballet). That’s what she was known for. That’s what made her something singular. She built on what she knew about classical ballet—which was a lot—and transformed it through works like Movin’ Out—a piece set to Billy Joel music—and Deuce Coupe—a dance set to Beach Boys songs—into something that had popular appeal. She pioneered an entirely new form of creative expression that was much more dynamic and innovative. Her dance transformed the discipline of classical ballet into something that modern audiences could relate to—it fit modern times and modern themes.
2. BRING A TIRELESS WORK ETHIC TO THE JOB, EVERY DAY. Her dedication to her work combined with that radical vision inspired me to look at business—and, really, everything—with the same spirit. She worked hard, and set the bar high. You knew better than to ever come to rehearsal unprepared. Ever. You’d never whine. You’d be thrown out. There were hundreds of people who wanted your spot, so the competition was fierce. And she knew it.
3. WORK WITH ONLY “A” TEAM PLAYERS. Twyla worked only with the best—“A” Team players—dancing greats like Mikhail Baryshnikov, who was a super star in the world of ballet. Twyla was an “A” team player, so that meant I needed to do more than just work with them, with great people. I had to be great. I didn’t make the cut the first time I auditioned for her. I didn’t give up, either. I looked around, I analyzed what the dancers who’d gotten in had that I didn’t, and I trained myself for months to have it by the next round. That process of goal-oriented self-examination forced me to get where I needed to go. It made me disciplined. It taught me, again and again, how to take principles and ideas applied to one pursuit and reconfigure them on to another. It was about talent and dedication and people and creativity.
Wouldn’t you know it, Twyla Tharp went on to write two books on creativity for business leaders: The Creative Habit and The Collaborative Habit.
Morris: The greatest impact on your professional development?
Kates: My dad, Phil. He was a psychiatrist who became a stand-up comic when he retired. Of course, as you can guess, that combination made him a great role model because he taught me the power of translating insights into universal stories. It’s what all comics do, really, the really good ones. If you can take an insight and distill it down to something that gets a response from a large audience, you’re onto something powerful.
Dad had an incredible track record for understanding what makes relationships work and what makes people happy. My world is the world of commerce, but I ascribe to the same mindset in what I do—I understand what makes businesses thrive and the people within those businesses successful. I try to help people in a similar way by attempting to translate what makes businesses work into elements that can work for every kind of business person or organization, from entrepreneurs, to large companies, to nonprofit organizations, to government groups, or even think tanks. Anything that works should work for everyone, no matter how large or small they are. How famous or how underrated. If I can take a complicated set of decisions and boil them down into simple questions like “Do you want to buy low and sell high or buy high and sell low?”, then I—with them—can cut to the heart of the issue and formulate a game plan for their “next”—that non-obvious opportunity for growth.
In essence, something I’ve only just realized, I’m doing just what Dad did when he refined a joke until it hit just the right note. You can do the exact same thing with business strategy. With everything.
Morris: Years ago, was there a turning point (if not an epiphany) that set you on the career course you continue to follow? Please elaborate.
Kates: Yes, there was. Isn’t there always? To explain, let me first talk about how I got to where I am in my business thinking. I’ve been doing market research a long time, and when I first started, I focused on how to get businesses somewhere new and different, how to uncover untapped opportunities. I didn’t want to be one of those tired consultants that told their clients what was obvious to anyone who was paying any attention. I worked with so many different kinds of companies—in industries as diverse as telecom, energy, consumer goods, manufacturing, financial services, healthcare, technology, and even nonprofit. No matter what the assignment was, I always had a knack for asking a slightly different set of questions than I was assigned to ask, because I always believed that the really powerful answers couldn’t result from asking obvious, either/or types of questions. Perhaps that came from my dad, too.
As an example, when I first got involved in focus groups years ago, I didn’t like the kinds of questions we were asking. The questions were simple multiple choice questions like, “Which do you prefer, Cheer or Tide?”, instead of what I ended up asking and I thought would tell us a lot more, “What do you wish you could change about how you do laundry today?” What if they didn’t want Cheer or Tide at all?
Back then, we were somewhat limited to that kind of yes/no, binary thinking. We were driving our questions towards our solutions. It makes sense to do that, and it’s way easier. Analysis is always easier when you can fit answers into neat categories. Life is easier that way, but it doesn’t reflect the real world. Easier wasn’t better, or more insightful. All Cheer and Tide tells you is that the big nut to crack has to do with things like chemical formulations, fragrance, and price. It’s based on an assumption that customers worry about the same things that companies do: the product’s formula.
It wasn’t until later, when we learned how to evaluate “fuzzy data” and answers to open-ended questions came along, that we could finally start to do something with answers that were less black and white. And more informative.
It turns out that my early intuition was spot on, but it took almost ten years for everything else to catch up. So, the turning point was all about asking the right questions—the ones that told you what you actually wanted to know, not just the ones that were problems you could solve right then with whatever you had. Plus, for someone like me—and I suspect for my clients, too—it’s a lot more fun, and a more interesting way of looking at business.
The most significant business growth doesn’t come from incremental thinking. The most significant business growth comes from reading between the lines. That’s what I learned. If customers are honest and say that they don’t want either Cheer OR Tide, but instead don’t want to deal with laundry at all and would rather hire someone to do it for them, we need to be able to listen, understand, and act on that actual preference. P&G did just that recently when it launched Tide’s Pop-Up laundry services—companies are finally finding out what people want and crafting their product and service lines to give it to them. I love it when that happens. When companies listen with new perceptions to what will appeal to customers or when they uncover an unmet need and figure out a way to meet the need. That’s what I mean by reading between the lines.
* * *
To read the complete Part One interview, please click here.
To read the second part, please click here.
Andrea cordially invites you to check out the resources at these websites:
http://www.businessgenome.com/
http://www.youtube.com/businessgenome
http://www.facebook.com/BusinessGenome
http://twitter.com/#!/businessgenome
Seven Lessons from the book Steve Jobs by Walter Isaacson
Last Friday, I presented my synopsis of Steve Jobs by Walter Isaacson. At our monthly First Friday Book Synopsis event, we aim to finish our synopses in 15 minutes. I missed it this time – going almost 20 minutes. It was not easy to present this terrific book in such a short time.
I loved the book!
The book is a thorough, flowing narrative of the life and business career of Steve Jobs. It reveals so much about the culture he grew up in, with a great look at the struggles –the very personal struggles – of a man who never knew his biological father, and only later came to know other members of his “birth family.” (He loved his adoptive parents!).
Thus, one of Isaacson’s key observations is this: Steve Jobs always felt
“Abandoned. Chosen. Special.”
I want to encourage you to read the book. And, whether you read it or not, I encourage you to order my synopsis of the book. (It will be available soon, with handout + audio, on our companion web site, 15minutebusinessbooks.com). I prepared a comprehensive 10+ page handout that has many of my favorite quotes from the book. But, trust me, you need to read the book – slowly! — to get the full story.
I learned plenty about the genius of Steve Jobs. He cared deeply about ease of use, simplicity of design, producing good, usable products for the ”regular person” (the “non-techie”). After I finished reading the book, I tried to come up with the “lessons” – the “business lessons” — to take away from the book. Here’s my list of seven (it could have been much longer):
1) Care about the product, not about the money. The money must – must! — be the by-product, not the focus.
2) Everything matters. Everything. Including what no one can see. Insanely great cuts no corners!
3) Do few things. Do them really well.
4) Absolute control. Because such control created consistent quality. (No “crap”!)
5) Don’t ship junk!
6) The customer does not know what he/she wants “until we’ve shown them”…
7) Build a team of A Players – Keep them A Players. Non-A Players create more non-A players. (They drag people down…) A Players are genuinely, truly critical.
Now, putting these lessons into practice will take some work. If you’re like me, you have some serious work to do…
Q #54: Which exercises do you recommend for brainstorming?
In this series, Bob Morris poses a key question and then responds to it with material from one or more of the business books he has reviewed for Amazon and Borders.
Here’s an exercise (inspired by Edward de Bono’s ideas) which will work very well with those who have been required to read de Bono’s Six Thinking Hats prior to getting together to brainstorm. Buy several of those delightful Dr. Seuss hats (at least one of each of the six different colors, more if needed) and keep the hats out of sight until everyone is seated. Review the agenda. Review what de Bono says about what each color represents. Then distribute the Dr. Seuss hats, making certain that at least one person is wearing a hat of each color. Proceed with the discussion, chaired by a person wearing a Blue or White hat. It is imperative that whoever wears a Black hat, for example, be consistently negative and argumentative whereas whoever wears a Yellow must be consistently positive and supportive. After about 15-20 minutes, have each person change to a different colored hat. Resume discussion. Thanks to de Bono and (yes) to Dr. Seuss, you can expect to have an especially enjoyable as well as productive session.
In a previous Q&A (#53), I identified several ways to ruin a brainstorm session. One of the most common is “homogenous” group membership. Wearing several hats of different colors and making each participant think according to the color of hat worn will ensure a variety and diversity of points of view.
In my opinion, the best sources for information and advice about brainstorming include two books by Thomas Kelley, The Art of Innovation and The Ten Faces of Innovation. Also, Gerald Sindell’s The Genius Machine, Michael Michalko’s Thinkpak, Edward de Bono’s Six Thinking Hats, Doug Hall’s Jump Start Your Business Brain, and Paul Sloane’s The Leader’s Guide to Lateral Thinking Skills.
Comments, questions, requests, or suggestions? Please share them. They will be most welcome and I thank you for them. Best regards, Bob
Q #53: What are some of the most effective ways to ruin a brainstorming session?
In this series, Bob Morris poses a key question and then responds to it with material from one or more of the business books he has reviewed for Amazon and Borders.
According to the experts, these are among the most effective:
1. The CEO or some other C-level executive chairs the session. The discussion requires a facilitator who is totally neutral, whose sole purpose is to keep the discussion moving along in an orderly, unhurried fashion. Preferably someone who has mastered the Socratic method of asking questions, not making statements.
2. There are no clear objectives and “ground rules.” At the outset, there should be a problem to solve, a question to answer, or a new opportunity to pursue. In other words, an ultimate “destination.” Otherwise, the discussion will resemble an aerosol spray of opinions.
3. The group membership is “homogenous.” The best brainstorming sessions resemble a “crucible” to which an idea is subjected to scrutiny by quite different backgrounds, perspectives, values, and temperaments. Only the best ideas survive but not until all ideas have been shared.
4. Allowing early criticism. In the spirit of “the only dumb question is the one not asked,” everyone involved should agree that “the only bad idea is the one not shared.” All ideas should be welcomed without criticism until everyone has had a chance to respond with questions or comments.
5. Settling for only a few ideas. In fact, the most productive brainstorm sessions generate lots of bad ideas to get one OK idea, lots of OK ideas to get one excellent idea, and lots of excellent ideas to get what Steve Jobs characterizes as an “insanely great” idea.
6. No follow-through. If there is no follow-through, why have the session? See #2.
In my opinion, the best sources for information and advice about brainstorming include two books by Thomas Kelley, The Art of Innovation and The Ten Faces of Innovation. Also, Gerald Sindell’s The Genius Machine, Michael Michalko’s Thinkpak, Edward de Bono’s Six Thinking Hats, Doug Hall’s Jump Start Your Business Brain, and Paul Sloane’s The Leader’s Guide to Lateral Thinking Skills.
Comments, questions, requests, or suggestions? Please share them. They will be most welcome and I thank you for them. Best regards, Bob
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