Growth CEO’s differ from those who merely station\u2013keep their way into the status quo, protecting the enterprise by reducing risk and cost \u2013 without creating a vision and action plan for growth.<\/p>\n
Here is a way to test yourself with a tool useful for any leader seeking to create positive ![\"ceo1\"](\"https:\/\/berkonomics.com\/wp-content\/uploads\/2016\/12\/CEO1.jpg\")
change. Authors Jeanne Liedtka and Tim Oglivie have created a framework for creation of a new product or service \u2013 one worth spending at least a cycle of time for review.\u00a0 From their book, \u201cDesigning for Growth,\u201d they iterate a four question matrix, each with steps for creation through launch.\u00a0 We\u2019ll use this loosely to frame our process.<\/p>\n
What is?<\/u>\u00a0 What is the problem, the marketplace, the value added?\u00a0 What is the urgent need, the reason people will pay, the positive effect upon the enterprise by making this happen?<\/p>\n
What if?<\/u>\u00a0 What if we could do it better, do it in a new way, do it to attract new customers, do it to distance ourselves form the competition?<\/p>\n
What wows?<\/u>\u00a0 Can we rapid prototype this idea into a product and try it out on potential customers?\u00a0 Would it wow them to action or anticipation?\u00a0 Are we missing something those customers think they need, or want so badly they will wait and later pay? Then let\u2019s design it so it will wow.<\/p>\n
[Email readers, continue here…]<\/em><\/span> \u00a0What works?<\/u>\u00a0 Do we need to co\u2013create this with a \u201cteacher\u2013customer?\u201d Can we launch this with a limited audience to see if it works as expected?\u00a0 And if the response is less than we expected, what can we do differently?\u00a0 Should we start the \u201cwhat\u201d cycle again to refine the concept?<\/p>\n There is a word for the initiation of this process, used successfully by the best CEOs and the best companies: \u201cideation.<\/em>\u201d\u00a0 The word encompasses the entire design process from conception to prototype and sometimes beyond.<\/p>\n The Stanford Design School teaches ideation as a five step process, fitting nicely into the four questions above.<\/p>\n Empathize<\/u> \u2013learn about the audience for whom you are designing.\u00a0\u00a0 Define<\/u> \u2013 construct a point of view based upon the user\u2019s needs and insights.\u00a0\u00a0 Ideate<\/u> \u2013 brainstorm creative solutions.\u00a0\u00a0 Prototype<\/u> \u2013 build a representation of one or more of the ideas to show to others.\u00a0 And test <\/u>\u2013 return to your original user group for feedback.\u00a0 Two ways to think like a CEO.\u00a0 And easy to instigate.<\/p>\n You\u2019ve just got to remember to discipline yourself to follow the process.\u00a0 The rewards will surely follow.<\/p>\n","protected":false},"excerpt":{"rendered":" Growth CEO’s differ from those who merely station\u2013keep their way into the status quo, protecting the enterprise by reducing risk and cost \u2013 without creating a vision and action plan for growth. Here is a way to test yourself with … Continue reading