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BE A RENEGADE

When people talk about leaders who have a passion for ideas, one cannot get too deep into the conversation without mention of one of the true renegades of the business world: Richard Branson, chairman of the Virgin Group. Not only does Branson love to challenge the status quo, most of the time he is remarkably successful at it. He’s had not just one, but multiple industry firsts. He’s been remarkably successful at profitable innovation. And in the process he has reinvented entire categories of business.

I asked a group at the agency to look more deeply into Branson’s empire for two reasons: First, because we felt he could be a potential client (he hasn’t become one yet). And, second, because I felt there was a lot we could learn from Virgin. As it happened, I had a small revelation as we studied the brand: Branson and his enterprise were a wonderful example of a truly great Creative Business Idea. This guy does not just leap, he jetés.

What is Virgin? Is it a music company? An international airline? A cola? An online bank? A bridal shop? All of the above . . . and more. So, what is the Virgin brand? At first glance, the company looks like an array of wildly divergent products and services with little in common. What connects them all—what is at the core of the Virgin brand—is a lifestyle, a mind-set, and a perspective on the world. Virgin is the little guy against the Establishment. And Branson is David taking on a long line of Goliaths: British Airways, Coke and Pepsi, the British upper class.

In his autobiography, Losing My Virginity: How I’ve Survived, Had Fun, and Made a Fortune Doing Business My Way, Branson tells of how he always had trouble in school, in part as a result of his dyslexia.7 But he also had issues with many of the traditions of the boarding school he attended. He was looking for a vehicle with which to voice his feelings of rebellion; he found it in his first major business venture, Student magazine. Though essentially the business consisted of a child making calls from a phone booth, Branson managed to procure advertisers and went on to publish interviews with such figures as Vanessa Redgrave, Mick Jagger, and John Lennon. He wanted Student to offer a new and better, antiestablishment lifestyle—the rebellious attitude that would eventually define the Virgin brand.

Taken from : “Leap” A Revolution in Creative Business Strategy

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NO GUTS, NO GLORY

Morita did not always win. Think of Betamax, Sony’s videotape player. If you are young, you have never heard of it—the industry standard is VHS. That is because Sony developed a technology using a tape size that few other makers adopted. Sony got crushed. But here, too, there is much to be learned from Morita and his successors in the way they were able to take risks, make mistakes, accept defeat. They were passionate.

It was passion for their ideas—from the Walkman to the first videocassette recorder to the compact disc—that gave them the courage to fearlessly bring these products forward, against all odds. It was passion that led Gunnar Engellau to defy every automotive trend in the marketplace in pursuit of his belief that safe can be sexy. Passion was also the trademark of that “tough man” in the poultry industry, Frank Perdue.

Taken from : “Leap” A Revolution in Creative Business Strategy

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WHO IS AGAINST CREATIVE THINKING?

In 1995, when Fast Company first appeared on the newsstands, I gave everyone at our next 100-Day Meeting a copy. I wanted them to learn from the magazine’s insights into change—and from the companies that react swiftly to the changes around them.

Later, I invited Bill Taylor, Fast Company cofounder, to address one of those senior management meetings. Taylor and I had an instant connection. It was as if he knew all about us, even though he knew nothing about us.

In Taylor’s view, if one asks, “Who is against creative thinking?” not a single hand will be raised. Of course everyone is for creativity; in the abstract, it is right up there with motherhood and the flag. On the other hand, Taylor points out, if you look at 90 percent of the companies in the world, and particularly the senior executives of those companies, everything they do sends precisely that message: “I hate innovation; creativity is my enemy.” Why? Because we are against mistakes, we are against failure, and it is hard to have creativity and innovation without mistakes and failure.

Taken from : “Leap” A Revolution in Creative Business Strategy

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BUCKING THE CROWD, Part 2

Throughout the process, Morita came up against strong opposition from his technicians and his marketers, all of whom argued that the product was not viable and would not sell. They questioned why someone would buy a tape recorder that did not record. “[I]t embarrassed me,” Morita wrote in his memoir, Made in Japan, “to be so excited about a product most others thought would be a dud. But I was so confident the product was viable that I said I would take personal responsibility for the project.”6 In fact, in order to price the Walkman where he wanted it, Sony had to produce 30,000 units for the Japanese launch—twice the number of units its highest-selling tape recorder was selling per month. When the sales force flat-out objected, Morita pledged to do something that few CEOs would do today: He said he would resign if they could not sell them. All 30,000 units were sold within two months. Profitable innovation was a hallmark of this Creative Business Idea from the start.

BEFORE YOU LEAP: If you are passionate about your idea, and you believe that what you are doing is right—right for the business and for the brand—do not be afraid to put yourself on the line. Fight for it. Fight the tug toward mediocrity. And if you happen to work for a CEO who is fighting for a creative idea that seems insane, give him time. He might be one of those CEOs who can sing and dance.

The Sony Walkman was such a brilliant idea because it combined creativity and strategy in new ways. It was  an industry first. It was a breakthrough solution that transformed the marketplace and, in fact, spawned a whole new industry. It is a powerful example of a new way to maximize relationships between consumers and brands.

Taken from : “Leap” A Revolution in Creative Business Strategy

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BUCKING THE CROWD

For starters, consider a great idea that would never have become reality if a CEO had not been its sole champion: the Sony Walkman. In Chapter 2, we discussed the nonlinear thinking—the leap—that led to this revolutionary personal technology. In this chapter, we consider the man behind the brand—and how his unrelenting enthusiasm was essential to the product’s success. If Akio Morita had not pushed it, our streets and beaches might still be clogged with boom boxes. . . .

Years after the Walkman had become a phenomenal success, Norio Ohga (successor to Akio Morita) had this to say about its development: “When they showed it to me . . . I was preoccupied with CDs and optical laser technology, which was much more difficult and more interesting. Frankly, I couldn’t see why Sony should make a product that was boring technically. And that is the major difference between me and Mr. Morita. He had the merchant’s intuition that allowed him to see what it would become. If it had been up to me, it never would have happened.”5 Ohga didn’t understand at that time how this seemingly boring piece of creative thinking could be applied to his business.

So convinced was Morita that putting together a portable tape player with miniature headphones had huge potential as a Sony product that he adopted the idea as a kind of personal crusade. He instructed Sony technicians to strip the company’s compact tape recorder of its recording capabilities and speaker, replace them with a stereo amplifier, design lightweight headphones that would still maintain high-quality sound—and do all that so cheaply that teenagers could afford the product.

Taken from : “Leap” A Revolution in Creative Business Strategy

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Sophisticated Whistler

For ski lover, whistler isn`t strange place for them. They must ever skiing there. But how about you? Are you ever visiting whistler at your holiday? if you aren`t, i`m about to talk about whistler with its amazingness and facility.
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Visit South Africa

Ever heard about Nelson Mandela? Yes, he’s South African’s hero, which had been jailed for 25 years, because of his struggle againts racism. But nowadays, there is no racism there. South Africa become a great country with hospitality and services for their tourist.

I came across South Africa last year, and I feel excited then. I really appreciate South Africa accommodation, each hotel at South Africa give the best services for their customer. Many people said that Hotels at South Africa equal with Europe hotels, and i agreed with that.

The most interesting city at South Africa are Durban and Knysna, if you have plan to visit South Africa, dont forget to spare your time at those city. dont worry about Knysna accommodation and or durban accommodation, just search across the net, you will find varied information about this country.

I may suggest you visiting this site, they have comprehensive information about South Africa with its town. Hey, what are you waiting for?, take a look and get the info.

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Creativity at the Top

Robert De Niro acted in Awakenings, a film about a brilliant neurologist and his comatose patients. What did De Niro, who is famed for his intensity, do between takes? According to the film’s director, Penny Marshall, De Niro spent a lot of time on the phone talking about napkins—he was opening yet another restaurant.1

The legendary acting teacher Konstantin Stanislavsky was a great fan of pianist and composer Sergey Rachmaninoff and asked him the secret of his piano technique. Rachmaninoff’s reply: “Not touching the neighboring key.”2

So much for the myth of the tortured genius.

When we think about creative CEOs, our mental picture is just as out of focus. An executive who paints on weekends? No problem. Someone who is creative in the office? Much harder to imagine. And if you want to know why corporate jobs are still considered duller than other kinds of work, there’s the start of your answer.

How many truly creative CEOs do you know? Not many, I would venture to guess. Yet in the absence of creative leadership, what are the odds that you will ever come face-to-face with a bona fide Creative  Business Idea? Or, if you do hit upon such an idea, that you will have the support necessary to see it implemented?

Fear not. In the words of author Warren G. Bennis: “There are two ways of being creative. One can sing and dance. Or one can create an environment in which singers and dancers flourish.”3

The singers and dancers are those blessed CEOs who think creatively about their businesses and have no problem generating sharp, relevant business ideas. They do not need others to make their leaps for them. They soar just fine on their own.

Then there are the CEOs—a far larger group—who recognize full well that they are not singers and dancers, but who understand and have embraced the power of creative thinking as it applies to their businesses. Instead of making the leap themselves, they work with their agency partners to get there. Let others sing and dance; these CEOs can produce the show.

In my experience, the key to creativity is not simply hiring bright, creative people. You also must hire bright leaders who recognize the power of creative thinking—because the one common thread through every Creative Business Idea that I have ever encountered is a high-level executive who relishes and embraces new ideas. That executive sees the adoption of new ideas as a key part of his or her job and is prepared to defend those ideas from the naysayers who will take any measures to try to block them.

HIGH-LEVEL CORPORATE ACCEPTANCE OF CREATIVE THINKING IS A PREREQUISITE FOR CREATIVE BUSINESS IDEAS.

Without it, a CBI will not survive. It is that simple. Unless creativity starts at the top, you can be damn sure it will eventually get stopped there.

Taken from : “Leap” A Revolution in Creative Business Strategy

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YOUR REWARD

There is a payoff. A big one. For those businesses and agencies that can instill the magic of creativity into the very fabric and nature of business itself, the rewards are there, and the rewards are great.

But how does one get there? How does one foster an environment conducive to Creative Business Ideas, a place that not only gives rise to great ideas but actually welcomes them, accepts them, and implements them?

In my experience, it always starts—or, in some cases, ends—at the top.

Taken from : “Leap” A Revolution in Creative Business Strategy

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NO FEAR

Forget the solitary genius in a garret.

CREATIVE BUSINESS IDEAS ARE THE RESULT OF A REMARKABLE BLEND OF TEAMWORK AND DISCIPLINE.

The first step in this process is exhaustive research. Then the client and agency have to look to the innate creativity of their employees, not just in the so-called creative departments, but throughout both organizations. All preconceived notions and all plans for the future must be set aside, as the client, with the agency’s help, considers all possibilities. Then everyone in the process needs to be fearless about embracing ideas that are considerably bigger than the creation of advertisements.

It is a daunting process and a tough discipline. At various points along the way, there are plenty of opportunities to cut corners, edit ideas, and play it safe. This is not for the faint of heart. Creative Business Ideas, on every level, take courage. It takes courage to develop a CBI, to propose it to one’s colleagues and clients, to fight to see it accepted, and to push it through to fruition.

It also takes courage to embrace the very concept of Creative Business Ideas. It means being open to creative thinking and willing to apply it to business strategy, not just advertising. It means resolutely making the leap to transform your business in ways you never imagined. It often means being the minority voice and having to stand your ground against the Lilliputians’ pull toward mediocrity. You have to be fearless.

Above all, Creative Business Ideas mean change. Get ready to break down the walls within your organizations and between agency and client. Get ready to be courageous enough to step outside your traditional role as marketers and advertisers, clients and agencies, to embrace all communication channels and use them to connect to consumers in new ways. In a changed world, we all need to play by new rules.

Taken from : “Leap” A Revolution in Creative Business Strategy

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