The new frontier is to explore the path to innovation by understanding the nature of vision building. For this purpose, we need new frameworks. We need to investigate the slippery intangible dimensions of thinking, the capability to unveil what is hidden into the mirror that reflects our role in the society.
We need to understand the dreams of people, to change the marketplace from the ordinary to a world that is still not there. This is essential if we want to leave in a sustainable world. A sustainable society can only be the result of visions that look beyond today, beyond immediate issues.”
“You need to have an interest in everything. And it’s not difficult, it’s fun, it’s life I don’t know any other way to be. You have to be always observing, constantly interested in culture, and not just high culture – watch movies, listen to music, read the sports pages go to events, meet people. To do what I do you have to not only understand culture but reflect it, and at times try to change and influence it. You have to know what’s going on.”
“When you are asked to come up with a creative solution you have to do something that surprises or shocks people.”
“"Business Adventures" is as much about the strengths and weaknesses of leaders in challenging circumstances as it is about the particulars of one business or another. In that sense, it is still relevant not despite its age but because of it. John Brooks’s work is really about human nature, which is why it has stood the test of time.”
“Brooks’s work is a great reminder that the rules for running a strong business and creating value haven’t changed. For one thing, there’s an essential human factor in every business endeavor. It doesn’t matter if you have a perfect product, production plan and marketing pitch; you’ll still need the right people to lead and implement those plans.”
“The past can be a poor guide for the future if the future offering is materially different than the past.”
“What Yo is going through now is a pretty classic story in tech. In some ways, even though Yo came from Israel, it’s the Silicon Valley story of the past two decades. It’s the playbook that we learned from Clayton Christensen and Geoffrey Moore and countless other pundits and gurus: Figure out which direction the market is moving. Make a product that is incrementally better than what the incumbents offer, or which is radically cheaper, or which captures people’s interest somehow. Test, iterate, and repeat until you find what works. Then scale like crazy until you have built an insurmountable barrier to would-be competitors — what the VCs like to call an unfair advantage.”
“Doing strategy is ultimately about engaging human beings to take a leap. The animating question is, What will you become?”
“All meaningful change starts with the right aspiration.”
“Strategy is not something that’s done in a box with only a rational hat on. It needs to be visceral, human, and often emotional.”
“Change is a chain reaction, but you have to be deliberate about where you start. You can’t fix everything at once. The trick is to find the minimum number of leverage points that can make a dramatic impact.”
Ten points on the art and science of creating strategy and unleashing change from Keith Yamashita, cofounder and principal of Stone Yamashita Partners
1. Outlaw PowerPoint. Write down your vision as a story — with a beginning, middle, and end — to clarify what must change first.
2. Don’t rely on words alone. Bring your thinking to life: Create an exhibit, use diagrams, prototype ideas.
3. Make strategy an everyday act. The creation and re-creation of strategy shouldn’t be a process that you undertake only when budgets are due.
4. Argue forcefully against your most dearly held hypotheses. Only then will you know if they stand up to scrutiny.
5. Make decisions, right or wrong. There’s nothing worse than waffling.
6. Take over the TV station. Airtime is everything. Reinforce your messages in everything that you do. Use every ad, press release, store, package, and event to tell your story.
7. Embrace thine enemy. Make a list of the people who could legitimately stop your big idea from taking root. Befriend them. Convince them. Make it their responsibility to improve on your vision.
8. Don’t hold meetings longer than two hours. (Otherwise they’re workshops, which require more planning.) And don’t walk out of a meeting without assigning a name to every item that needs follow-up.
9. Startle people. Break out of your comfort zone, and do something unexpected. Run an offbeat ad. Institute casual-dress Tuesdays.
10. Don’t throw anything out. Don’t kill ideas that won’t work right now. Someday soon, the world might be ready for them.