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“Making Big Ideas Happen“

with @Brainzooming

at #BigIdeas12

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Hays – Rules in Search of

Problems that Don’t Exist

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We help make smart organizations more successful by rapidly:

• Expanding theirstrategic options and 

• Creating innovativeplans they canefficiently implement.

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• Connecting Big Ideas

• Building on Them

• Making Big Ideas HAPPEN

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Familiar Stuff

Solid Lessons

PossibilitiesNot Sure

What To Do With It

Big Ideas Conference: Mapping Session Ideas

VeryNot Very

Very

How Intriguing Is the Content?

Not Very

How Applicable Does the

Content Seem?

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Links to Articles

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Danya Cheskis-Gold

Curiosity

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DID YOUKNOW

Research and original design by:Karl Fisch | Scott McLeod | Jeff Brenman

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using technologiesthat haven’t been invented . . .

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in order to solve problemswe don’t even know are problems yet.

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Knowing Answersvs.

Knowing How to Find Answers

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QuestioningListening

Thinking CriticallyImagining

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“What are we trying to

achieve?“

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ImaginingStrategic

Connections to Make

Big Ideas Happen

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Similarities

Stark Differences

Shared Elements

Similar Inputs

& Outputs

Sequential Relationships

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David Raymond

Fun & Creativity

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Brainzooming Ideas

• Use structure.• Keep it fast, furious, & short. • Encourage wild ideas.• Don’t self-censor. • Don’t criticize first. • Generate lots of possibilities.• Capture & save ideas.

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Kohl Crecelius

Buy a Hat, Change a Life

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• Distinct to you• You improve all the time• Beneficial to others• Source of energy &

satisfaction

Distinctive Talents

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“I not only useall the brains I have, but all I can borrow.“

- Woodrow Wilson

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Tara Dowdell

Diverse Talents

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Strategic, Innovative

Thinking

Business Experience

Functional Expertise

Creative Energy

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Eric Stoller

Social Networking to Talent

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http://farm4.static.flickr.com/3226/2297165464_bd926a093c.jpg

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John Lahutsky

Imagining Possibilities

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Disruptive Forces

Dales StephensunCollege

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Change the Way You Look

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Strategic Disruptors

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Strategic Disruptors• A missing feature for someone else?

• Disrupt significant cost areas?

• Digitize a physical element, action, service, scarce resource, or experience?

• Create a service from a support capability?

• More emotion?

• Smooth demand for resources / capabilities?

• Turn in-person into remote interactions?

• Push a big player in a desired market to leave?

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Cathy Bao Bean

Functional Generalizations

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What’s It Like?

Your Situation

AnotherSituation~

http://www.ennis-texas.com/Hospital/New%20Hospital/Hospital%20Room%201%20(small).jpg

http://content.answers.com/main/content/wp/en/d/d6/HomeDepotStorefront.JPG

Fixing thingsTake care of

customersEmploy people

Learning takes placeMake money

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“There's no business like

show business, but there are

several businesses like

accounting.“http://www.nrk.no/img/592775.jpeg

Opphavsrett NRK © 2006

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Dayna Steele

What Lady Gaga Does

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http://topnews.in/light/files/Lady-Gaga_149.jpg

How would Gaga do it?

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Change Your Character

• Pick an Opportunity and a Character / Company

• List Character’s Behaviors

• Apply Approaches to Your Situation

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Jason Patrick Sands

The Magic of the Stage

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Personal Needs or

Interests

Emotion

Brand as the Enabler

Memorability

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Persona• Imaginary, identified person

• Specific needs and interests

• Representative of the audience

• An input for audience needs

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Amber Rose Johnson

Sharing Your Story

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Audience Needs &

Interests

Compelling Communication

GreatStories

Your Message

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Seeking

Focused

Challenges

Think

Know

Do

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Fred Rica

Ask and Answer

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Recommend

http://images-jp.amazon.com/images/P/067158250X.01.LZZZZZZZ.jpg

• Background

• Recommendation

• Rationale

• Next Steps

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Molly Barker

Passion and Accomplishment

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“What are we trying to

achieve?“

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Practical

Logical

Process Oriented

Analytical

Detail Oriented

Organized

Quantitative

Technical

Passionate

Imaginative

Possibilities Oriented

Creative

Abstract

Innovative

Perceptive

Visual

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Give It Away

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Charlie Todd

The Irony of Improv(e)

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Extreme Creativity

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• Actively solicit input• Listen closely for info & clues• Quickly gauge situation’s structure• Move forward without knowing• Be spontaneous & use instincts• Help others co-participate• Work and build on others’ parts• Develop multiple talents• Continually refine

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http://www.geocities.com/robertsontony/images/photo17.jpg http://regmedia.co.uk/2006/03/08/google_whiteboard.jpg

Leading Innovation

Really?

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Eric Qualman

"If you can dream it, you can do it."

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PMIR•Plus•Minus•Interesting•Recommendation

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We help make smart organizations more successful by rapidly:

• Expanding theirstrategic options and 

• Creating innovativeplans they canefficiently implement.

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Taking the

Out ofInNOvation

Mike Brown

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Make sureYOU aren’t

the NO!

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Blog: www.Brainzooming.comEmail: Mike.Brown@Brainzooming.com

Twitter: @BrainzoomingPhone: 816-509-5320