April 23 Atlanta Innovation Execution Session (Update)

Here's the "One Sheet" description for the Atlanta April 23rd Innovation Execution session some of you have been asking for: CLICK HERE

Register Here: www.innosession.com

Join us for one or both parts of the day . . .

You'll be in good company if you do -- looks like we'll have Execs and their teams from health care, telcom, and financial services. I suspect we'll see some other sectors well represented too.

I realize most low fee / no fee sessions like this are usually thinly disguised marketing presentations. Not the case here . . . this is the real deal, designed for Execs and their teams serious about getting the real work of innovation done.

Call / Write if you have any questions: 770.518.1412 stone@desai.com

** Participation in afternoon segments ("Innovate This!" Roundtables and Tea With Jatin) require separate request / confirmation.

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How The Culture Works . . . And How To Work The Culture: Part One

How The Culture Works . . . And How To Work The Culture: Part One

Second only to “the economy”, there’s probably more academic babble, misdirection, myth, and outright confusion surrounding the topic of corporate culture than any other subject. As a result, people like me (who literally don’t eat unless we actually help executives solve real problems) usually prefer to leave the “culture” discussion to the bearded guys in sweater vests and earth shoes.

I’m compelled to “come out of hiding” on this issue now, because I’ve recently witnessed a surge in execs and their teams becoming frozen in their tracks and getting very close to having their hind ends handed to them on a stick . . . much of it due to some ill-informed and very dangerous notions about how the culture works, and how to work the culture.

This post and the series to follow may upset a few folks with a lot of letters following their name, and probably won’t be very popular with the big consulting houses. If I’m describing you, I invite you to comment – and will be delighted to post a healthy exchange of ideas as we go along.

If on the other hand, you’re an exec team member charged with the responsibility of generating results with and through other people – it’s really you I wish to serve, you I strive to rescue from the paralyzing effects of misinformation, and you who I trust will find refreshing perspective and genuine hope as you prepare to employ the most important tool you have in crafting your organization’s future: Your Corporate Culture.

In this initial post to kick off the series, I’ll simply share two of the most prevalent myths and a quick dose of “Stone” reality (with no in-depth attempt to defend it). As the series unfolds, we’ll examine these and other myths in greater detail -- and describe exactly how all this applies to the important work you and your team should be doing: Planning & Executing Fast, Innovative Change.

Myth #1: Strategy Drives Culture
Myth #2: Culture Change Is Slow

“Stone” Reality -- The Truth About Culture:

The culture -- YOUR corporate culture:

1. Does not act on strategic intent
2. Can be turned (changed) on a dime

Your culture takes action in response to their best understanding of the rules for survival and prosperity.

Contrary to popular opinion, your culture is one of the most efficient machines on the planet – so much so, that any actions which don’t produce immediate, visible, and positive results are very quickly replaced with behaviors that do. Your people are operating from a playbook you’ll probably never see, built on their experience with you and every leader before you. This mental library contains detailed “game films” capturing every gap in rhetoric and reality they’ve ever witnessed – and will quickly reduce grand expressions of strategic intent to a sobering equation that will determine the speed and intensity of their every move. They’re constantly observing and interpreting what happens today so they can make intelligent decisions about how to act tomorrow . . . irrespective of strategic intent.

Change the rules for survival and prosperity . . . and you change the culture, period.

And I don’t care what you’ve read, it doesn’t take 3 to 5 years. You could do it in 3 to 5 minutes if you had the right disciplines and systems in place – the systems and disciplines to express, model, and reward the shifts in mindset and behavior pattern you’re seeking. I’m not recommending 3 minute culture change – in most situations, it would come at much too high a price. But you don’t need an army of MBAs on a 3 year consulting retainer to pull it off either.

O.K., that’s enough heresy for this initial post. We’ll circle back and give this conversation the in-depth consideration it deserves as we bring this series to you. In the meantime, consider this one (hopefully, implausible) question / illustration:

If either party (Republican or Democrat) were to have complete reign to implement its preferred policies (change the rules for survival and prosperity) – without being encumbered by our current system of checks and balances and the arduous process of passing legislation:

How much would the American culture change . . . and How Fast?

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Stone's Grand Twitter Experiment: Part II

Several weeks ago I briefly reported on my dive into the twitterverse -- specifically, my early findings with regard to a contest we ran . . . asking twitter folk to share their definition of Innovation. At the time, I intended to circle back with an in-depth report on that same topic -- lessons learned about both Innovation and Twitter from that contest experience.

Well, I've decided not to do that (an in-depth report). If you'd like the "full monty," I'm more than happy to set aside some dedicated phone time to share all the particulars -- but there's simply too much other stuff I'd rather write about.

In the meantime, here are some highlights:

- There are a ton of bright, engaging people on twitter -- with a great deal of insight, an abundance mentality, and a genuine desire to serve.

- The term "Innovation" does not enjoy anything resembling a commonly held definition -- not in twitter, not outside of twitter, not in the boardroom, not in the literature -- and in all likelihood . . . not in your organization. *

* Helpful Hint: If this is the case in your organization -- Unless you qualify for Federal Bailout money, you're gonna want to fix that.

- I suppose there may be some occupations or even some organizations that would not benefit from twitter -- but I'm a pretty creative, open minded guy . . . and I sure can't think of one.

Call/Write anytime if you'd like to talk any of this through. I really am happy to invest the time to do so.

Now, back to the business of Innovation Execution (yes, partially informed from this day forward by the wealth of insight available to me through my growing list of twitter-buds) . . .

Next Post: How The Culture Works . . . And How To Work The Culture

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To see Stone's latest twitter-related, innovation-focused conversations, sign in to twitter and search #Innochat. If that doesn't convince you, nothing will.

Innovation Execution: Crafting Your Organization's Future In A Changing World

Innovation Execution:

Crafting Your Organization's Future In A Changing World

Atlanta, GA

One Glenlake Parkway 7th Floor

April 23, 2009

featuring Jatin DeSai

*** This is NOT a Marketing presentation ***

It’s the same type of session we provide internally for clients, slightly modified for a multi-client audience – and specifically designed for Execs and their teams who are serious about Getting The Real Work Of Innovation Done.

While there is NO FEE, Registration Is Required, and seating is limited.

Learn More and Register Here

Easy Share w/ Your LinkedIn Network Here

Stone Payton And Seth Godin -- Wish I'd Said That

I'm just not a "Fan" personality -- would rather play 2nd base for the church softball team than watch a pro game or even sit the bench for the Yankees, usually much quicker to share my own perspective on a current business topic than quote the popular gurus, and have a tendency to switch my support over to whoever is dominating a particular field of sport at any given time.

With regard to the business arena: In my defense, I've hung out with so many well known, highly regarded thought leaders over the years that I'm a bit impervious to (OK, even jaded about) the new best-seller, sexy acronym, or 4 quadrant model. Though it happens once in a while, I'm rarely awe struck or thinking, "Wish I'd said that."

I'm often appreciative (there really are some smart, insightful folks out there sharing marvelous work -- work that can be very valuable in serving my clients), but have never truly experienced the "jaw dropping, would wait in line during a rain storm to see" emotional response I see some of today's business celebrities elicit from adoring audience members.

Enter one Seth Godin. I've become a screaming school girl, gossip spreading, quote repeating, you tube forwarding, twitter tweeting, all out genuine Fan.

I realize I'm late to the party, and Godin's incredible capacity to contribute won't be "news" to many of you -- but just in case you've been hiding under your own rock like I have in many respects . . .

His name is Seth Godin. I'm sorta new to this whole "Fan" thing -- don't have the kind of stats on this guy that my wife and kids keep on their respective NASCAR drivers and football teams. I don't know exactly how he makes a living. My guess is that he consults, probably conducts a ton of speaking engagements, routinely entertains book offers, etc.

What I Do Know: He's well worth following, has a tremendous "bead" and refreshing perspective on some things that really matter to me, and should probably matter to you -- like innovation, change, marketing, branding, leadership . . . and . . . common sense.

It was this last little blog post of his that finally compelled me to pull the trigger -- formally endorse this man and his work.

I'm sure he'll be so honored :>)

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Stone & DeSai Learn About Innovation In Healthcare

Hosting the High Velocity Radio Show has been a tremendous growth opportunity for me personally, and a marvelous way for the entire DeSai team to keep our fingers on the pulse of what's happening in the Innovation arena.

* For you Sales & Marketing types: It's a fun, productive way to build meaningful relationships and have substantive, relevant conversations with your community too.

I've been particularly impressed with what we're learning from Execs and practitioners in Healthcare, as well as the entrepreneurs and thought leaders serving that market. In fact, we've started an "Innovation In Healthcare" section on the High Velocity Radio web site featuring streaming audio of brief excerpts, and links to download the full interviews. (See left side of home page about 1/2 way down)

Two weeks ago we had Kaiser Permanente's Jennifer Ruzek Lieberman on the show. Jennifer is the Director of Kaiser's Sidney R. Garfield Health Care Innovation Center. What a breath of fresh air she is . . . loved what she had to say about their organization really believing that these are not paralytic, but rather catalytic times.

And just yesterday, we interviewed Kevin Flannery, CEO of WiSpots -- a firm with an exciting and refreshing approach to converting that dreadful wait at the Doctor's office to an entertaining, even productive experience for the patient.

Here's a brief excerpt (4:12) from our interview with Jennifer Ruzek Lieberman below. You can download her full interview and hear the others at www.highvelocityradio.com .



Enjoy . . .

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The Morning After, And All The Mornings After That

I was recently invited to submit a brief article for the e-newsletter of a local Marketing Consortium -- something addressing exactly where small and medium size businesses should invest their (always finite) Innovation-related resources.

My answer of course: Crafting a more remarkable pre-purchase and post-purchase experience . . . something your competitors are either unwilling or unable to replicate.

For this piece, I focused on the post-purchase experience. I don't know whether they'll publish it or not (the opening paragraph and comparison to life on the "singles scene" might be a little too edgy for this particular crowd and their readership?) I thought you might appreciate it though, and have provided below the original draft copy exactly as submitted.

Enjoy . . .

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The Morning After, And All The Mornings After That . . .

by Stone Payton

“Did you see that?” “What?” “The girl on that guy’s arm. They just left together.” “What Girl, What Guy?” “The blond from a little while ago, and the balding short guy – over there, getting in the Taurus.” “What? – No Way !!!!!!!!”

It’s been well over 20 years since I had to navigate the treacherous waters of the “singles scene” -- but if the popular television shows of today are any valid reflection of real life, many of the same dynamics are still very much in play. Among them . . . the absolute bewilderment of better looking, better dressed, more physically fit guys with more money and nicer cars as they witness their “Average Joe” counterparts consistently enjoying the company of beautiful, bright, talented and interesting women.

The same is true in the business world – throngs of well dressed MBAs armed with 4 color brochures, embossed letterhead, and high quality product / service -- scratching their heads in disbelief as they observe rather ordinary folks enjoying loyal customers, dedicated referral partners, productive alliances, and an ever growing collection of “Clients For Life.”

Far too many of this second breed find themselves constantly struggling for new revenue, and looking back over a book of business not unlike the journal of many singles in today’s culture . . . a history of “one night stands,” shallow relationships, and a prospect base that will decide the outcome of each future encounter solely on the basis of that day’s market conditions.

If you’ve been looking for the secret to success – a practical method for cultivating and maintaining loyal, rewarding relationships in either of these arenas (and you’re willing to open your mind and challenge your own thinking a bit), your search is over.

I’m going to give you that secret right now. It starts with ‘The Morning After,” and concerns all the mornings after that . . .

Focus more energy on the Post-purchase Experience. I’m not talking about what the customer experiences by filling an unmet need with your product / service. This needs to happen of course, but that’s simply fulfilling your end of the bargain. That’s what they paid for, and you have an obligation to ensure that it happens as promised. I’m speaking of a consistent, deliberate investment in communicating with, expressing genuine interest in the continued welfare of, and providing ongoing service for, the customer long after all promises have been kept and expectations have been met.

* In the interest of preserving column space, securing a “G” rating, and not setting myself up as some sort of Love Doctor, I’m going to fore go the temptation to provide examples of how this principle applies to creating a more rewarding life for the single person. Rest assured however, the dynamics are remarkably similar -- and the benefits you could be realizing are equally productive.

For this “post-purchase experience focus” idea to really work for you (actually help you build “Clients For Life”):

- The pre-purchase experience needs to be equally distinct and compelling

- Your product / service must do what the customer expected it to do

And . . . the post-purchase experience should be something your competitors are unwilling or unable to replicate.

There’s a great deal of talk about Innovation these days – most of it geared toward attracting new customers. I’m not suggesting you disregard new business pursuit as part of your strategy or your Innovation Mandate. I am suggesting – make that fervently recommending -- that a meaningful portion of your Innovation Mandate, and an equally substantial allocation of your innovation-related resources be specifically dedicated toward creating and enhancing the post-purchase experience.

Because . . .

1. This is your best shot – maybe your only real shot -- at differentiation (Trying to differentiate on price, quality, or service is “a hard row to hoe” – and unrealistic for most)

2. It’s always closer in space and time (than the purchase and use of your product / service) to the customer’s next purchase decision

3. It’s more fun – the options are infinite, can cost very little or even nothing to execute, and doing so gives the fruits of your innovation labor a venue to grow and flourish

4. It’s “remarkable,” meaning, people will remark about it . . . the word gets around. * Thank You Seth Godin for helping me understand the true meaning and power of “remarkable.”

Whether you find yourself in a Customer Review Meeting, Strategy Planning Session, or Mac’s Bar in search of Mr./Mrs. Right this week: Place a little more of your creative energy and discretionary effort toward the Post-purchase Experience. You’ll see a better, faster ROI, be working with a far more engaged prospect base, and have a great deal more fun in the process.

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Stone Payton Studies Whiners, Wimps & Winners

I talked to a lot of business owners this week – and made a little study project out of it

(I don’t get out as much as you might think, and typically work with Execs in larger organizations – but this week, I made a point of reaching out to small and medium size business owners to see if they were really suffering as much as the media would have you believe – and if so . . . to see if we could help.)

What I Discovered . . .

After reflecting on these conversations, I categorized my new acquaintances into 3 Distinct Groups:

Whiners

Those suffering the most are louder about it than they used to be . . . and happy to tell you exactly who and what is responsible for their reversal of fortune. Every one of these conversations included some reference to “the economy.” I don’t know that this group is beyond help, but they’re certainly too far gone to get any meaningful help from me. The work my team and I do requires Personal Accountability. If you’re working with or for someone like this (a Whiner), my recommendation is to get out of there as quickly as possible. Markets like this have a tendency to weed out the marginal performers (even when the government temporarily interferes with natural selection) -- and if they do somehow survive, they’re gonna be so far behind the curve that I can’t imagine it would be very rewarding work.

Wimps

Several people I ran into this week were shell-shocked, absolutely immobilized. They’re hurting – making the rent, but hurting . . . and have adopted the “hunker down and wait it out” strategy. They’re not making any decisions – avoiding their employees, suppliers . . . and in some cases, even hiding from their customers ! What a soulless existence that must be, huh? Here again, I suspect the most prudent advice would be not to waste your time with these folks. I don’t have the temperament for that though – had a little fun this week, pressing them to think through the implications of hiding behind their mother’s skirt while the third group “cleaned their clock.” (I actually may have helped this one guy out a bit in doing so – at least challenged his thinking some and helped him uncover some alternatives he hadn’t considered, but I’m not convinced he has the backbone to take any action. We’ll see.)

Winners

The first Winner I spoke with this week was a guest on the radio show -- Kent Gregoire, President of The Alternative Board Metro Atlanta (TAB). You can hear (and download) the interview at www.highvelocityradio.com . What was really cool about meeting Kent: His organization actually breeds winners. Later in the week, I went to a TAB-sponsored event and was surrounded by winners. These people were not just optimistic and upbeat – they were like kids in a candy store . . . enthusiastic about helping each other, and thirsty for insight and counsel from anyone who might have an idea to help them grow their business. One of the speakers (John Hayes with FTRANS) is on the brink of completely revolutionizing how businesses utilize credit and make decisions from accounting information. (He will pull this off. This is the same guy who created Peachtree Accounting back in 1976.)

The next speaker (Kirk Wilson, with Bazzirk, Inc.) shared more practical information about marketing in 12 minutes than I’ve been able to uncover in the last 12 months. He also walked us through a campaign they did for HP that blew everyone’s socks off. If you talk to these folks – and if your target market includes Sr. level Execs, you certainly should – get them to tell you about their “Power Play.” Like all winners, Kirk is a “learner” by the way. While he is by all accounts, a Marketing Guru – he participates on one of these TAB peer-based boards in his home town of Austin, where he has the benefit of gaining insight and experience from other business owners so he can continue grow his own.

I rounded out the week observing a video production company (Blank Stage) conduct what they call an “Improv-A-Storm” session for a Commercial Lender client. This is the second one of these sessions I’ve observed. Incredible . . . very talented improvisational actors doing “off the cuff” sketches in search of little pearls to be used in future messaging, and maybe even a viral video for the client. Even more impressive . . . watching the client absorb the experience, and knowing that her mind was racing with new ways to both serve her client base and articulate the value of that service.

Conclusions

There’s never been a better time in history than right now, today to thrive in business . . . If you’re a Winner. The Whiners and Wimps have given us more room to excel than ever before. The other winners are more than happy to help you. There’s more “unmet need” than you can shake a stick at. Hanging out with Whiners and Wimps can be an entertaining distraction – but don’t make a habit of it, I think it’s highly contagious. Equally contagious of course, are the thinking patterns and business disciplines of winners. In fact, this week’s experience has inspired us to begin creating a new community of winners – The High Velocity Pit Crew . . . A thriving community of innovative professionals committed to producing Better Results In Less Time. We’ll share more on this in future posts. In the meantime, you can join us by enrolling at www.highvelocityradio.com (see upper left side of screen on the website).

See Ya In The Fast Lane . . .

Innovation In Action: TAB Metro Atlanta's Kent Gregoire

** March 4, 2009 UPDATE **

This session really lived up to its advance press -- including informative speakers like Kirk Wilson with Bazzirk. If you're struggling to meet with Sr. Level Decision Makers, one company you should definitely get to know: http://bazzirk.com/corporate.asp

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Yesterday, we interviewed The Alternative Board Metro Atlanta President, Kent Gregoire to get his perspective on what it really takes to build a Culture Of High Performance.

You can hear (and download) that full interview at: http://www.highvelocityradio.com/

In the meantime . . .
If you're within 100 miles of Atlanta, you should strongly consider attending TAB's March 4, 2009 Session: Fight Back !

Session Details

Registration Page

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High Velocity Radio Update

1. We've started posting an "Innovation In Healthcare" section on HVR's main site -- with streaming audio of brief excerpts, and download links for full interviews. Our most recent healthcare guest was Jennifer Ruzek Lieberman, Director for Kaiser Permanente's Healthcare Innovation Center.

2. We're particularly interested in interviewing Atlanta-area Execs in the trenches leading innovative firms -- so if you have a recommendation for, relationship with, or simply a request to hear from someone who fits that description, please let us know. We'll invite them to join us on air to share their insight and experience with Innovation Execution.

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