Innovation ,creativity and invention

Innovation ,creativity and invention - product innovation,Process Innovation, Business model innovation

1. Q1Innovation ,creativity and invention
Innovation:
Innovation is an act of application of new ideas to which creates some value for
the business organization, government, and society as well. Better and smarter
way of doing anything is innovation. It could be the introduction of:
 New technology.
 New product line or segment.
 A new method of production.
 An improvement in the existing product.
Innovation is closely tied to creativity i.e. putting creative ideas into action is an
innovation, whose consequences should be positive. It is the process of doing
something better for the first time, which was not previously done by any entity.
It can also be termed as a change which can bring a new edge to the performance
and productivity of the company. It is of two types i.e. evolutionary and
revolutionary.
Creativity:
Creativity is the characteristic of a person to generate new ideas, alternatives,
solutions, and possibilities in a unique and different way.
Creativity is the ability to conceive something unpredictable, original and unique.
It must be expressive, exciting and imaginative. It is the mirror of how beautifully
a person can think in any given circumstance.
It is not genetic but can be developed if someone keeps on learning and
comprehending things with a rare and exclusive perception. Creativity is a
brainstorming and mind-blogging activity in which a person has to think beyond
his imagination for bringing something worthwhile. It is an activity of unveiling
something which was previously hidden.

Invention:

2. The term ‘invention’, is defined as the act of creating, designing or discovering a
device, method, process, that has not existed before. In finer terms, it is a novel
scientific idea conceived through research and experimentation that turns into a
tangible object. It can be a new process of producing a product or may be an
improvement upon a product or a new product.
Inventions can be patented, as it provides security to the inventor, for intellectual
property rights, and also identifies it as an actual invention. Further, different
countries have different rules for obtaining the patent and the process is also
costly. To be patented, the invention must be novel, have value and non-obvious
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QProduct Innovation
When people think of innovation, often, they’re thinking of product innovation.
Product innovation can come in three different forms. 1) The development of a
new product, such as the Fitbit or Amazon’s Kindle. 2) An improvement of the
performance of the existing product, such as an increase in the digital camera
resolution of the iPhone7. 3) A new feature to an existing product, such as power
windows to a car.
Drivers of product innovation might be technological advancements, changes in
customer requirements, or outdated product design. Product innovation is
generally visible to the customer and should result in a greater demand for a
product.
Process Innovation
Process innovation is probably the least sexy form of innovation. Process is the
combination of facilities, skills, and technologies used to produce, deliver, and
support a product or provide a service. Within these broad categories, there are
countless ways process can improve.
Process innovation can include changes in the equipment and technology used in
manufacturing (including the software used in product design and development),
improvement in the tools, techniques, and software solutions used to help in
supply chain and delivery system, changes in the tools used to sell and maintain
your good, as well as methods used for accounting and customer service.

3. While product innovation is often visible to your customers, a change in process is
typically only seen and valued internally. Speaking generally, changes in process
reduce costs of production more often than they drive an increase in revenue. Of
the three types of innovation, process is typically the lowest-risk.
Business modle innovation
Business model innovation does not necessarily imply changes in the product or
even in the production process, but in the way as it is brought to the market
Whereas both product and process innovation can be incremental and moderate,
business model innovation is almost always radical, risky, and transformative.
When talking about business model innovation, without a doubt, names like
AirBnB, Uber, or Spotify will come up. These are perfect examples of fast-moving
companies that were able to disrupt age-old markets (hotel taxi, music) by
tweaking or inverting their industry’s traditional business model.
Because of these powerhouses, many might assume only startups are capable of
massive business model innovation. Startups have a big advantage due to their
ability to iterate and adapt their model as they are in the process of creating an
initial business model design; however, there are several large, well-established
organizations that have leaned into their advantages of a larger customer base
and greater resources to challenge their existing business model and “disrupt”
themselves.
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Q Incremental innovation and Disruptive innovation
Incremental innovation
Incremental innovation is a series of small improvements or upgrades made to a
company's existing products, services, processes or methods.

4. The changes implemented through incremental innovation are usually focused on
improving an existing product's development efficiency, productivity
and competitive differentiation. Many enterprises use incremental innovation to
help maintain or improve a product's market position. Incremental innovation has
become a common tactic in the consumer technology industry, as companies
strive to regularly improve personal devices with customer-friendly features.
The opposite of incremental innovation is radical or disruptive innovation. Radical
innovation is when a new product, service, process or strategy is introduced to a
market, but is designed to make a significant impact by completely replacing
existing technologies and methods. Radical innovation requires a significant
investment of time and resources, making incremental innovation less associated
with risk.
Although incremental innovation is more common, enterprises often utilize both
incremental and radical innovation strategies. For example, a radical innovation
can be introduced to the market, and if it is successful the enterprise uses
incremental innovation to improve the product and keep it competitive over time.
Innovation has become a major factor in determining modern enterprises'
longevity and success. The trend has led many enterprises to put more focus on
both incremental and radical innovation strategy, and how they can benefit the
company's product development.
Example of Incremental Innovation

1. Gillette
You might not think of Gillette as one of the great innovation leaders but in actual
fact, the brand is a great example of a company that has used incremental
innovation to stay ahead of the competition. Gillette razors started life with a
single blade but their product has evolved, adding different features and more
blades as the company has sought to better meet customer needs.

5. 2. Coca-Cola
Another great example of incremental innovation comes from Coca-Cola. The
brand’s line extensions such as Cherry Coke, Coke with Lime and more recently
Coca-Cola Life have enabled a 130 year old brand to stay relevant, tap into
emerging trends and bring something new to its customers over the years.
Disruptive innovation
Disruptive innovation is the introduction of a product or service into an
established industry that performs better and, generally, at a lower cost than
existing offerings, thereby displacing the market leaders in that particular market
space and transforming the industry.
As Christensen described it, disruption happens when a smaller company
successfully challenges "established incumbent businesses" by first providing
products or services that appeal to a niche part of the market; that niche could be
overlooked by customers or customers new to the market.
Although the new product or service isn't always better than the incumbent at
first, the smaller company continues to develop its offering and ends up selling
something with better functionality at a lower price that appeals to a large
number of customers. As such, the smaller company sees demand for its product
or service expand beyond the initial niche customers to a large share of
mainstream buyers.
Example of disruptive innovation
Netflix is often cited as an example of a disruptive innovator. Launched in 1997 as
a mail-order movie rental company, Netflix first focused on a niche group of
consumers willing to wait for the mail to get the movie they wanted. The
company's customer base broadened as it perfected its business model and then
moved into a streaming service -- business moves that eventually brought down
industry giant Blockbuster

6. Q Stages of innovation
1. Idea Generation and Mobilization
New ideas are created during idea generation. Mobilization occurs when the idea
is moved to a different physical or logical location, such as an outside firm or
another department.Inspiration for a new idea can originate from an
improvement of an existing idea, or something from scratch. The Atlantic opens in
new windowexplains how Apple waited three years after MP3 players were
introduced to create the iPod, which was attractive, intuitive and offered capacity
for up to 1,000 songs. Conversely, the invention of Scotch tape was a brand new
idea. Priceonomics opens in new windowtells the story of Richard Drew, a college
dropout who joined 3M, saw a need for a type of tape that wouldn’t ruin paint on
cars and overcame hurdles to complete his invention.
As a result of Drew’s work ethic, 3M provides employees with time (15 percent of
their workday) to explore ideas outside of their work assignments. Other
organizations have followed this model, and robust organizations in general
provide employees with the time and resources to innovate. According
to Innovation: Management, Policy & Practice, managers must emphasize
innovation to the right extent — “overemphasizing need will cause some
employees to leave for more stable jobs,” while “not emphasizing it enough will
decrease urgency and idea generation across the board.”
2. Advocacy and Screening
Not all ideas are worth implementing. Advocacy and screening help evaluate an
idea and measure its potential benefits and problems. From there, a decision can
be made about an idea’s future.
One of the biggest advantages for the joint processes of advocacy and screening is
refinement. If the idea has potential, discussions and arguments help enhance it.
The study in Innovation: Management, Policy & Practice mentions how this stage
prepares an idea for upper management, which can call for a different approach.
Because idea generators don’t always have the skills to advocate for their ideas,
managers working with the idea generator can facilitate, encourage and support
the person.

7. Companies looking to build a robust culture can establish a few best practices for
this step. First, employees should have plenty of avenues to receive advocacy and
feedback. Second, organizations must understand the difficulties involved with
evaluating truly innovative ideas. Third, organizations need to build transparent
evaluation and screening protocols.
3. Experimentation
The experimentation stage tests an idea, such as with a prototype or pilot test.
Researchers in Innovation: Management, Policy & Practice carefully note that
“Experimentation does not test an idea’s objective merits, but the suitability for a
particular organization at a particular time.” Some ideas “might be ahead of their
time or beyond the present capacity of the company … [they] may be set aside
into an idea bank or idea library for development at a later time.”
Experimentation can remain continuous or exist in spurts, as advocates and
screeners reevaluate an idea. Sometimes, experimentation leads to new ideas
due to information that is gathered on the results and the overall feasibility of the
original idea. Time is crucial in this process; individuals must be given adequate
time to run the experiments. As refinements and evaluations occur, they must be
given enough time to reflect on the experiments.
Many businesses experiment with new products and services, such as grocery
stores. One innovation came in 2007, when Amazon tested its grocery delivery
service in certain Seattle suburbs. After this successful experiment, Amazon Fresh
expanded to Los Angeles, San Diego and New York City; New Jersey opens in new
windowand the United Kingdom opens in new windoware the latest locations
Amazon has targeted.
4. Commercialization
Commercialization aims to create market value for an idea by focusing on its
potential impact. This step makes the idea appealing to the audience, such as by
packaging an idea with other ideas, clarifying how and when the idea can be used,
and using data or prototypes from experiments to demonstrate benefits.
An important part of commercialization is establishing the specifications of any
given idea. “The promises and potentials of the earlier stages of innovation must
be discarded so that the actual benefits of the new innovation can be perceived

8. and communicated,” researchers wrote in Innovation: Management, Policy &
Practice. Once an idea is refined, it can appropriately target and meet the needs
of the audience.
Commercialization is the stage of the innovation process when the focus shifts
from development to persuasion. After the idea is clarified and a business plan is
created, it will be ready for diffusion and implementation.
5. Diffusion and Implementation
“Diffusion and implementation are two sides of the same coin,” researchers
wrote in Innovation: Management, Policy & Practice. Diffusion is the
companywide acceptance of an innovative idea, and implementation sets up
everything needed to develop and utilize or produce the innovation.
Diffusion happens at all levels of an organization. This process is often aided
by knowledge brokers, who are effective at presenting an innovation by using
their awareness of “the specific content and application into which an idea,
product or service can be inserted.” As a result, knowledge brokers are able to
assist with rapid implementation.
The use or application of the innovation should be demonstrated by the end of
this stage, along with acceptance of the innovation. For the innovation to
succeed, it will need the proper resources, a marketing plan for customers and an
open culture with strong advocacy. Also important to diffusion and
implementation is the opportunity for future ideas; this final stage allows the
organization to determine the next set of needs for customers. Receiving
feedback, in addition to indicators for success metrics and other benchmarks,
enables the organization to stimulate the innovation process once again.
Q Drivers that lead to hinderance to innovation
The wrong culture
The phrase "corporate culture" is thrown around a lot, but what does it mean? It
might mean free sodas and snacks, casual Fridays, or monthly team-building
exercises. Corporate culture can point to anything that makes your company feel
like more than just a place where you work 40 or more hours a week.

9. While corporate culture can be a positive aspect of innovation for some
companies, it can also be a hindrance. For example, if your company's culture is
more about politics and bureaucracy, it's probably going to stifle innovation. Of
the 200 professionals surveyed, 55 percent cited issues with organizational
culture and mindset as the number 1 reason innovation fails. Imaginatik's study
states that "respondents lamented how the invisible forces of conservatism and
complacency conspire to thwart well-intended efforts to advance the innovation
cause."
An employee or team might come up with an innovative idea, but if the systems
aren't in place for them to act on that idea, or the company has a history of letting
the ball drop, they might not make the effort. Company culture can say a lot
about the potential for innovation. If innovation feels out of place to people, or
seems too difficult, it will be hard to make that shift.
"Most innovation activities feel foreign at first within a large corporation, because
they tend to cut laterally across normal workplace habits and practices,"
according to the study. Imaginatik acknowledges that it can difficult be for a
company to instill a successful innovation program, but with the right focus and
efforts, it's possible.
Lack of follow-through
One of the biggest threats to innovation within a company is a lack of follow-
through. Coming up with innovative ideas is sometimes the easy part. Seeing
them through is harder. In the study, 34 percent of respondents reported a lack of
follow-through as one of the biggest issues they encounter.
Respondents said that they feel innovation efforts are often "applied scattershot,"
and that "they fail to create synergies and scaled practices throughout the
innovation lifecycle." Or, employees feel the company had good ideas, but go
about applying the ideas in an "inconsistent or undisciplined manner." The
bottom line is that if it isn't easy for employees to use a new process or for them
to enact innovative ideas, they will fizzle out before they can gain any traction.
Companies that are successful in driving innovation oftentimes have a team or
person dedicated to innovation. Whether it's hiring a CIO or vice president of
global innovation, Townsend says that this person is generally "separate from

10. your main line business unit that has core incentives of pushing market share and
winning against competition."
Limited funding and resources
Innovation doesn't just happen because people want it. Your company needs to
apply funding and resources. Of the professionals polled, only 16 percent
reported "aggressive investments" in a dedicated innovation staff and 13 percent
reported a similar level of investment behind innovation tools and technologies.
Twenty-seven to 53 percent, depending on the category, reported only
"moderate" investment behind innovation spending.
"Investment was needed in a better tool and some people. This was where it
stopped. The business wants to continue the 'prototype' approach, with no
investment or staff," said one senior executive at a multi-billion dollar logistics
services and financial corporation.
"Regardless of who leads innovation, resourcing is a topic of central concern,"
Imaginatik states in the study. Given the low proportion of companies reporting
aggressive investments in any major spending category, it appears that innovation
is being systematically under-funded in most of today's companies."
Lack of time
Employees already feel pressure to get more done in less time, so adding
innovative ideas can quickly overwhelm workers. And in a large company, where
everyone has a specific job to do, the communication might not exist to figure out
how to work across departments to make innovation successful within a 40-hour
week.
Twenty-seven percent of respondents listed a lack of time and focus as a major
hindrance to innovation. And, unfortunately, instigating major changes on a large
scale takes just that: time and focus. When it comes to investing time in
innovation, don't skimp just because you aren't sure how it will make the
company money, Imaginatik says.
On the bright side, according to the study, leaders are aware of the need to invest
time if they want to see their company become more innovative. For executives,
there needs to be a general acceptance that innovation won't result in instant

11. gratification. Rather, changes and progress will be seen over time, and it might
take years, not months.
Low adoption rate
The Imaginatik study unveiled another common trend at companies: low
adoption rates. People come up with new ideas, figure out how to enact them but
find that they fizzle out quickly as employees struggle to integrate the changes
into their day-to-day processes. The study points to a "lack of belief in the
approach itself," while some respondents reported seeing innovative programs
get off to a great start, only to be abandoned soon after. Some simply felt
skeptical or weary of adopting new programs because of past failures or poor
performance.
Other businesses reported some teams or business unit teams adopting
innovative processes that they didn't extend to the rest of the company. This
inconsistency across the business unit can cause innovation to die quickly, with
only some teams using new tools or adopting new process and others sticking
with the old way of doing things.
"Several other respondents noted that because innovation methods are often
applied scattershot and in localized settings, they fail to create synergies and
scaled practices throughout the innovation lifecycle," the study reports.
Keeping up with fast-paced changes
For large, process-driven companies, it can be hard to keep up with the fast pace
of technology. And larger companies have more risks when instigating change
within the organization.
"Larger, more-established companies have lots of legacy tech, they have brand
equity, shareholders, usually a large base of existing customers, a company
culture, very highly scaled leveraged process and so on," says Townsend. "All of
these things are assets, but for innovation they can also be liabilities."
When compared to a startup, bigger companies might find it more difficult to
innovate like startups do. Startups may not have the same assets as larger
businesses, but they also don't have the liabilities, so it's easier for them to be
agile.

12. Townsend says some companies should consider reshaping departments to run
more like a startup. It's unreasonable to think a company with more than 1,000
employees could function like a business with 100 employees, but by targeting
certain departments, larger companies can reap the benefits of a startup culture.
Too focused on the bottom line
Oftentimes, the easiest way to get things done is to demonstrate the ROI. But
when it comes to fostering innovation, ROI can be hard to prove. Therefore,
innovation often never gets off the ground, because it is seen as too risky if the
person behind the idea can't demonstrate how the company will profit. The study
reports that 7 percent of respondents see an "inability to justify ROI" as the
biggest challenge to innovation. "Even very senior executives had no real way of
accounting for what they're spending on innovation. They didn't have that
calculation. It didn't exist as a line item and they had to try and fudge or guess
from different parts of the actual corporate ledger," Townsend says.
For executives, the idea of embarking on a new plan without a clear idea of the
ROI might be nerve-wracking, but it's the only way to see if an idea will actually
work. If a business is hung up on proving the financial benefit of an innovative
idea before it launches, it'll probably never get off the ground. Townsend says it
goes back to the idea of properly funding innovation and ensuring there are
resources behind it, because that's the only way innovation won't wind up being
an abandoned afterthought.
Q Intellectual Property Rights:
Intellectual property (IP) refers to creations of the intellect for which
a monopoly is assigned to designated owners by law.
[1]
Intellectual property
rights (IPRs) are the rights granted to the creators of IP, and
include trademarks, copyright, patents, industrial design rights, and in some
jurisdictions trade secrets.
[2]
Artistic works including music and literature, as well
as discoveries, inventions, words, phrases, symbols, and designs can all be
protected as intellectual property.
Types

13. 1. Copyrights
Copyrights protect original works of authorship, such as literary works, music,
dramatic works, pantomimes and choreographic works, sculptural, pictorial, and
graphic works, sound recordings, artistic works, architectural works, and
computer software. With copyright protection, the holder has the exclusive rights
to modify, distribute, perform, create, display, and copy the work.
In order to qualify under copyright laws, the work must be fixed in a tangible
medium of expression, such as words on a piece of paper or music notes written
on a sheet. A copyright exists from the moment the work gets created, so
registration is voluntary.
However, registered works may be eligible for statutory damages and attorneys
fees in a copyright infringement suit, so you may want to consider registering
your work through the U.S. Copyright Office. You can register your copyright
online by completing an application, submitting a nonrefundable fee of $35, and
sending in a nonreturnable copy of your work.
The average processing time for e-filed copyright applications is 2 1/2 months and
a little more than 5 1/2 months for paper filing. Copyright duration depends on
several factors, but generally for works created after Jan. 1, 1978, the copyright
lasts for the life of the author plus an additional 70 years and is nonrenewable.
You can visit the U.S. Copyright Office website for more information.
2. Patents
A patent grants property rights on an invention, allowing the patent holder to
exclude others from making, selling, or using the invention. Inventions allow many
businesses to be successful because they develop new or better processes or
products that offer competitive advantage on the marketplace. You get a patent
by filing a patent application with the U.S. Patent and Trademark Office (USPTO).
You'll discover three types of patents:
 Utility
 Design
 Plant

14. A utility patent is the most common type, covering any process, machine, article
of manufacture, or composition of matter, or any new and useful improvements
thereof.
To qualify for a utility patent, the invention must be novel, nonobvious, and have
some usefulness. Novel means new and not known by anyone else, while
nonobvious means that it can't be immediately obvious to someone having
ordinary skills in the industry. A design patent covers any new, original, and
ornamental design for an article of manufacture, while a plant patent covers any
new variety of asexually produced plant. A design patent lasts for 14 years, and a
utility or plant patent lasts for 20 years.
With patent protection, the payent holder can take legal action against anyone
who copies the patented invention, design, or discovery. Without this legal
protection, anyone can use similar designs, products, and processes without risk.
In fact, if you don't file for patent protection on your invention within 12 months
of releasing it in a public setting, the opportunity to patent it will be gone.
Other companies or individuals can also file for a patent on your idea, taking away
your chance to do so first. When reviewing patent applications and violations, the
USPTO will usually default to the individual who submitted the application first,
since proving who used something first is nearly impossible.
Before filing for a patent, you should determine who will own the idea. Some
companies file for patents on their protected inventions, but if an employee came
up with the idea, the individual may be granted holder of the patent. If your
business owns the patent, you must protect the patent with the company by
having employees involved in the invention process sign an agreement stating
that the idea belongs to the company.
Certain industries rely on patents more heavily than others. For example,
pharmaceuticals go through extensive and costly testing procedures to make sure
that products are safe for human use. When spending considerable money on a
product, applying for a patent is one of the only ways that pharmaceutical
companies can protect their investments. Without a patent, any other company
could manufacture an exact replica of the drug.
In March 2011, the U.S. Senate passed The America Invents Act, one of the most
significant changes to patent law in the last century. The final details of the laws
are still under review, but its purpose is to change what makes an idea

15. patentable. This act also increases the protections for the first person or company
to file for a patent. Critics of the act believe that the regulation may be biased
toward larger companies with more funds available to patent ideas quickly.
Those on the opposite side believe that patents and other forms of protection
restrict free trade and economic growth. But IP protection laws are still in place
and designed to protect inventors, business owners, and creators.
3. Trademarks
A trademark is a word, phrase, symbol, or design that distinguishes the source of
products (trademarks) or services (service marks) of one business from its
competitors. In order to qualify for patent protection, the mark must be
distinctive. For example, the Nike "swoosh" design identifies athletic footware
made by Nike.
Although rights in trademarks are acquired by use, registration with the USPTO
allows you to more easily enforce those rights. Before registering your trademark,
conduct a search of federal and state databases to make sure a similar trademark
doesn't already exist. This trademark search can help you reduce the amount of
time and money you could spend on using a mark that is already registered and
trademarked.
4. Trade Secrets
A trade secret is a formula, process, device, or other business information that
companies keep private to give them a business advantage over their
competitors. Examples of trade secrets include:
 Soda formulas
 Customer lists
 Survey results
 Computer algorithms
Unlike the other types of intellectual property, you can't obtain protection by
registering your trade secret. Instead, protection lasts only as long as you take the
necessary steps to control disclosure and use of the information.

16. Businesses use nondisclosure agreements, restricted access to confidential
information, post-employment restrictive covenants, and other security practices
to maintain trade secrets.
When protecting intellectual property, look at competitors and others in the
industry as if they are in competition for your ideas. Protecting yourself and your
company is the best way to make sure that no one else can use your distinctive
inventions, works, marks, or other ideas. Meet often with employees to keep
them aware of what must stay out of public discussion and away from
competitors. Physical and digital protection of ideas is also necessary, so track
who has access and limit who can get into important databases.
Looking at the risk and cost-benefit analysis can also help you decide what's
worth protecting. Protection of intellectual property often comes at a high cost
and takes much time, so make sure your time and money is worth the
investment.
5.Industrial Design:

Monopoly right for the appearance of the whole or a part of a product resulting
from the features lines, colours, shape, texture or materials used. Cannot be the
same as any design already available and must have ‘individual characters.
Advantages from pdf
Q Tools of creativity
Problem reframing
Reframing is a critical tool for promoting innovation and creativity in the
workplace and it is very effective for problem solving. Senior leaders and
operational managers who use this tool also improve their own emotional
intelligence as they “smartly” manage their own emotions and the emotions of
others to effect meaningful change.
Imagine yourself as a child waiting with several friends for a fruit snack after an
afternoon of hard play. Each friend receives their own special fruit from your best
friend’s mother: cherries, peaches, grapes, and apricots. You are happy to get

17. your fruit as you know it will be special (since this is your best friend’s mother)—
that is, until your bowl of lemons arrives.
After receiving your lemons, you have two choices. The first choice that comes to
your mind is to feel sorry for yourself as you now realize how much your best
friend’s mother does not like you. As an innovative child however, you think
differently.
You look on this problem as an opportunity! You take your lemons and go home
and make lemonade and then sell glasses to your friends. With the money you
earned, you go and buy your favorite tropical fruit. In effect, you make lemonade
out of lemons. This is the essence of positive reframing: taking what appears to be
a difficult situation and finding something positive to make out of it. You put
another frame (perspective) on the situation you face. You look for other ways to
view your situation.
The power of reframing is that it forces you to harness your creative and
innovative thinking to achieve breakthrough solutions. It is original, out-of-the-
box thinking! When you use positive reframing, you view problems differently.
Instead of first exploring how to get the problem to go away, you first ask
yourself, What is the opportunity here? Breakthrough thinking begins when you
view problems as opportunities. Problems are often your chance to make needed
changes whether they occur in your life or in the workplace.
Example: The first is about Tom Watson, the founder of IBM. One of his
employees made a very costly error that cost the firm ten million dollars. The
employee had to meet with Watson in his office. As the employee entered the
office he said, “I suppose you want my resignation.” Watson looked at him and
said in disbelief, “Are you kidding? We just spent ten million dollars on your
education.”
From this point forward, you can bet that Watson had both the attention and
cooperation of the employee. This is reframing. The mistake had already occurred
and the money was lost; Watson chose to see this mistake as an opportunity to
salvage some value from this employee.

18. Mind Mapping
A mind map is a diagram that is ideal for brainstorming, planning, information
gathering, data presentation, and many other uses.
What makes a mind map so effective is that it allows us to use both sides of our
brains at once. The left side of the brain controls logic, analytics, and details. It is
very structured and organized. The right side is creative, imaginative, and likes to
think freely. In business when someone says "think outside the box," what they
really mean is to move away from the left side of your brain for a while and allow
your brain's right side to daydream, explore, and think about the "bigger picture."
This is when a mind map can be an invaluable tool. Rather than using a lined note
pad and making lists, a mind map allows more creative thought processes to
surface.
But it doesn't do this at the expense of the logical left half of the brain. A mind
map also allows thoughts and ideas—no matter how imaginative they might be—
to be organized in a thoughtful and logical way.
A mind map encourages a "mind meld" of the entire brain.
10 Uses for Mind Mapping
Mind maps have an almost limitless number of uses. They are a powerful tool
because they allow you to think visually, using pictures to solve problems, plan
strategies, and to communicate ideas clearly.
The diagram below shows ten uses for mind maps.

19. ..
Q Senario planning
Scenario planning is making assumptions on what the future is going to be and
how your business environment will change overtime inlight of that future.
More precisely, Scenario planning is identifying a specific set of uncertainties,
different “realities” of what might happen in the future of your business.
It sounds simple, and possibly not worth the trouble or specific effort, however,
building this set of assumptions is probably the best thing you can ever do to help
guide your organization in the long term.
For example, Farmers use scenarios to predict whether the harvest will be good
or bad, depending on the weather. It helps them forecast their sales but also their
future investments.
Military institutions use scenario planning in their operations to cope with any
unlikely situations, anticipating the consequences of every event. In this case,
scenario planning can mean the difference between life and death.
Scenario planning might not have such dire consequences in your organization,
but if not done, you risk opening the door to increased costs, increased risks, and
missed opportunities.
The idea is very simple: Scenario planning aims to define your critical
uncertainties and develop plausible scenarios in order to discuss the impacts and

20. the responses to give for each one of them. If you are aware of what could
happen, you are more likely to deal with what will happen.

The process to create your own scenarios is very simple. You will have to:
 Identify your driving forces:
To begin with, you should discuss what are going to be the big shifts in society,
economics, technology and politics in the future and see how it will affect your
company.
 Identify your critical uncertainties:
Once you have identified your driving forces and made it a list, pick up only two
(those that have the most impact on your business). For example, two of the most
important uncertainties for agribusiness companies are food prices and consumer
demand.
 Develop a range of plausible scenarios:
The goal is now to form a kind of matrix with your two critical uncertainties as axis
(see the above example). Depending on what direction each of the uncertainties
will take, you are now able to draw four possible scenarios for the future.
 Discuss the implications:

21. During this final step, you should discuss the various implications and impacts of
each scenario and start to reconsider your strategy: set your mission and your
goals while taking into account every scenario.
Example