Today, information has leveled the playing field; everyone now has access to the same data. So how do you transform that data into relevant innovation? In such a competitive environment, what can you do to stay ahead of the competition? Once we’ve identified what we do (and do not) know, another crucial step has to happen.
Companies must actively develop these bottom-up tools to understand and transform information into action. To find meaning in what they learn about their customers, they must identify what keeps the community balanced: its center of gravity. By deeply understanding this center of gravity, any company can move more quickly in driving relevant innovation for their customers, and not spend time or energy going in the wrong direction.
As Einstein said: “Any fool can know, the point is to understand.” So many times the act of knowing is based on a quick observation: “I know Joe,” versus a deeper connection “I understand Mary.” But new information can be challenging, both to an individual and to an organization. Companies need to be fearless about finding ways of learning and knowing that allow for deeper understanding of meaning, of context and of the shared experiences of everyone involved in their businesses.
The key is to truly listen to the stories that customers and non-customers alike are telling about their lives, their cultures and how they really feel about the company and its products. It is crucial to understand, on an intuitive level, what the community needs and wants.
Pursuing a bottom-up strategy means seeking enough inspiration and input to find the magic to drive innovation. It’s hard work. It means breaking out of categories, words, and definitions. It means focusing on developing a renewed sense of wonder. It means really getting to know your customers, and suppliers, as people.
In the next two posts I’ll share some steps to think about when developing bottom-up strategic thinking.
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