InnovationROI.com

High Velocity Blog Now LIVE: July 8, 2009

stonepayton@att.net (Stone) — Wed, 08 Jul 2009 19:52:00 +0000

As promised, we have migrated to a consolidated web presence.

Check out our New Joint Venture and website at: http://highvelocityblog.com

See ya in the Fast Lane . . .

- Stone

We're Outta Here (Well Almost) . . .

stonepayton@att.net (Stone) — Thu, 02 Jul 2009 14:16:00 +0000

We're getting ready to "blow this popsicle stand," . . . busy capturing top caliber resources and our own irreverent thoughts on all things Innovation, Sales and Marketing in a new consolidated web presence on a different platform.

Don't Fret -- No interested reader will be left behind. We'll be back with new coordinates for you soon.

In the meantime however . . . All of our fresh genius (and yours too -- that's the really cool part) is being poured into the new site -- so, No More New Posts Here. (Sorry, we've learned from our SEO buds that posting duplicate content is bad "SEO mojo"- otherwise we'd post here too, and then simply flip the switch.)

To help you through this dry period (it will be short, promise):

twitter.com/stonepayton

http://www.highvelocityradio.com/

http://intrepid-llc.com/

See Ya On The Other Side . . .

XXX

"Fantastic Finds" Friday: June 26, 2009

stonepayton@att.net (Stone) — Fri, 26 Jun 2009 20:08:00 +0000

5 "Fantastic Finds" Each Week

1. Scott Ginsberg

2. Stephanie A, Lloyd

3. Todd Schnick

4. Dick Lee

5. Charles Fellingham

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MarketMate Announces 2009 "Roundy" Awards

stonepayton@att.net (Stone) — Wed, 17 Jun 2009 17:47:00 +0000

Will You Be The First In Your Category To Win a 2009 "Roundy" ?

What Is It? -- Widespread Recognition, CASH Prize, Bragging Rights -- and yes, even a Trophy . . . in honor of your ability to successfully employ CircleNomics (tm).

CircleNomics (tm): the set of disciplines and natural laws which govern one’s capacity to draw quality relationships and profitable business into their “circle.”

For a little more context: www.circlenomics.com

How Do I Enter? -- Simply Share Your Story in any medium of your choice . . .

- Write it up
- Shoot a YouTube video
- Record an audio file
- Other ???

*** All entries receive a FREE copy of the upcoming CircleNomics (tm) book -- scheduled release Fall 2009. ***

Finalists in each of 3 categories will have the opportunity to appear on The High Velocity Radio Show.

Winners in each category will receive $250 CASH Prize, the coveted "Roundy" award, and their story featured in the book.

Categories
1. Individual (Solo Entrepreneur / Ind. Rep / Contract Employee)
2. Small Business (< $5M)
3. Med / Large Business (> $5M)

Submissions: Any individual/organization truly worthy of a "Roundy" will find a way to draw us into their circle so we can easily access their entry, and will be excited about reviewing it. But let's not make this too complicated . . .

Simply send your entry (including links to any supporting materials/media) to: stonepayton@att.net

Deadline: 100 entries OR August 31, 2009.
(Whichever occurs first)

Enjoy . . . And Good Luck !!!

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Do You Have Marginitis?

stonepayton@att.net (Stone) — Tue, 16 Jun 2009 11:10:00 +0000

The symptoms are easy to spot . . .

- Longer sales cycles and shorter commitments
- Rising “cost of sales”
- Competing on price
- Declining profits
- Increase in “transactional” sales and casual business relationships
- Decrease in “strategic” sales and deeper business relationships
- It’s just not as fun as it used to be

We don’t have any hard stats to back it up, but we have every reason to believe that extended exposure to Marginitis can cause substantial loss in IQ points and common sense as well. Many patients presenting the symptoms above have actually cut their Sales & Marketing budgets. Most did so out of fear and confusion, but some actually regarded this as a viable strategy for fixing the problem! (I’m quite serious. You just can’t make this stuff up. I wonder if they would try to “smoke out” lung cancer, or “gorge” obesity into submission ???)

If you’re not experiencing any of these symptoms, you’re in the minority. In fact, a record number of businesses large and small have exhibited these and similar conditions over the last 18 months . . . and the number is increasing at an alarming rate. Marginitis is spreading like wildfire throughout our economic system. It is, by all accounts a very real threat – a genuine epidemic jeopardizing the livelihoods and lifestyles of Business Owners across the globe.

That’s disturbing news. Fortunately, there is immediate and permanent relief for those who are serious about immunizing their business from the crippling effects of Marginitis. The cure is simple, and the regimen is easy. Well, sorta . . .

More . . .

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Eric Blumthal: Leading Change With Better, Faster Communication

stonepayton@att.net (Stone) — Wed, 03 Jun 2009 17:31:00 +0000

Recently (Monday 5/18/09) on The High Velocity Radio Show we interviewed Count5 CEO, Eric Blumthal.

If you're leading change (like a new "go to market" strategy or product launch for your sales force as one example), responsible for executing compliance / regulatory training for large employee groups . . . or assisting clients who are, you should definitely learn more and consider reaching out to these folks.

Count 5's service operates "above the noise of e-mail," and breaks down key communications into digestible chunks of information -- substantially increasing retention, while simultaneously providing the measurement and accountability so critical to successful change initiatives.

Play Brief Excerpt Here (6:11)
Play Full Interview Here (17:43)

Enjoy . . .
XXX
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Circlenomics: So Much More Than "Give To Get"

stonepayton@att.net (Stone) — Wed, 27 May 2009 15:03:00 +0000

Circlenomics (tm) is: the set of disciplines and natural laws which govern one’s capacity to draw quality relationships and profitable business into their “circle.”

Why write a book, and dedicate an entire training & consulting practice area to this one idea? Why speak for so many professional groups to set the record straight? . . .

Because more and more very nice, well intentioned people – individuals and organizations with a great deal of value to offer their market -- have been mislead into applying a terribly shallow, incomplete strategy in pursuit of growing their business . . . and are literally destroying their brands in the process.

Two of the most blatant trust-eroding, relationship-killing, business-crippling examples we come across every day:

- The FREE Report / White Paper
- Social Media

Of course, both of these can be marvelous Tools for creating quality relationships and generating profitable business. Both are ideal for bringing those who need and want to work with you into your circle.

Unfortunately, all too often the execution looks like this:

1. I’m enticed to download your FREE Report / White Paper, and from that day forward I get hammered from your auto-responder or “client services” department to buy your book, workshop, webinar, etc.

2. After reviewing some insightful comments and helpful links, I follow you on twitter – only to receive a barrage of DMs (Direct Messages) about your incredible product / service.

C’mon !!!! Do you really think this feeble attempt to short-cut your sales process is bringing me into your circle? NO . . . Of course not.

Any prospect who responds favorably to such tactics would have just as easily responded to your old “interruption marketing” approaches – and this prospect will be every bit as fragile.

Reminds me of our March 9, 2009 Post on “One Night Stands.”

Brief excerpt from that post:

“ . . . 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.”

Observing the laws and practicing the disciplines of Circlenomics (tm) will definitely increase your ratio of results to time invested. You’ll find yourself in relationship with people who trust you, resonate with what you’re trying to accomplish, need and want what you have to offer . . . enthusiastically investing in your products / services, and recommending others in their circle of influence do the same. That’s why we do it, and what High Velocity Marketing is all about . . . But this DOES NOT mean crafting these ridiculous “Give To Get” schemes in an attempt to shortcut the buying process.

We realize when many use the term “Give To Get,” their motives are pure and they really are trying to express the ideals embodied by what we call Circlenomics (tm). But like so many terms before it, the original intent behind “Give To Get” has been severely compromised (let me be more blunt – the term has been completely bastardized) by clumsy, ill-conceived tactics from the charlatan huckster, the simply misguided, and the tragically duped – all in search of something . . . anything that might yield even short term results.

Recommendation: Consider dropping “Give To Get” from your business lexicon – particularly if you’re leading a Sales & Marketing team, or serve in a Consulting / Advisory capacity. Even if your personal understanding of the concept remains wholesome and accurate, you’re dangerously vulnerable to the way your team / client might interpret and apply the idea.

Opt instead for helping them understand what it really takes to draw quality relationships and profitable business into their “circle” . . . and then support them in that pursuit.

We’ll keep trying to do our part right here (and on our soon to be launched Circlenomics (tm) blog).

P.S. As passionate as we are about this idea of Circlenomics (tm) ?

Please Share Your Story . . .

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CircleNomics (tm): Open Call For YOUR Story

stonepayton@att.net (Stone) — Tue, 26 May 2009 04:04:00 +0000

CircleNomics (TM): You’re going to hear a great deal about this in the coming weeks and months. It’s the title of our upcoming book, the new workshop series, and the theme for most of our 2009 / 2010 keynotes.

Of course, there’s nothing new about the fundamental idea . . . You and I have been subject to the laws of CircleNomics (TM) our entire career. What may be new and different for you is our unique method for helping your Sales & Marketing team work in concert with these laws, rather than struggle against them. And what is almost certainly new . . . our approach to building and refining this body of work.

We Want To Share YOUR Story . . .

What strategies / tools / techniques / technologies are you successfully applying to bring quality relationships & profitable business into your “circle”?

We’ll be featuring the best stories in the new CircleNomics (TM) blog (launching soon), in High Velocity Radio Show interviews, and of course . . . in our upcoming book. More importantly, we’re building a dedicated, passionate community of people just like you – Innovative Business Owners and Entrepreneurs moving past the dying model of “interruption marketing” toward a more sustainable approach that actually works in today’s market.

Submit a brief summary of your story to: stonepayton@att.net , Subject Line: CircleNomics (TM)

. . . And Stay Tuned . . .

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Changes In Latitude, Changes In Attitude . . .

stonepayton@att.net (Stone) — Tue, 19 May 2009 14:43:00 +0000

Last week I "officed" in the Caribbean -- put my e-mail on auto-reply, left my cell phone on the mainland, and most importantly . . . made a conscious effort to step away from the harried "Type A" pattern of sales & marketing behavior I can so easily fall into.

Results: I came back to several brand new opportunities, closure on two others that were in the works before leaving, and a great deal more clarity around how I choose to help people and make money going forward.

Observations / Recommendations: Sometimes (far more often than you might think), the best sales & marketing strategy is to step back and simply let the systems you have in place do what you designed them to do. That's how you achieve genuine SPEED . . . High Velocity performance is all about producing better results in less time -- consistently Increasing the Ratio of Results to Time Invested.

Of course, more than a few days sipping rum in Belize (or whatever your activity of choice may be) can put you in the poor house very quickly if you don't actually have systems in place . . . or the ones you do have in place just don't work. But then again, so will 60 hours a week toiling away under the same unproductive, time-stealing, soul-sucking conditions.

Bottom Line: If you're an entrepreneur / business owner, you can fix this almost immediately (and we'd be delighted to help). If you're working for someone else, it can take a little longer -- but I assure you it's worth it. I'm not talking about busting your hump for 50 weeks a year so you can cover your expenses, make the mortgage, and still take your family on a cruise . . . I'm talking about enjoying the kind of year-round life that a properly structured business or vocation can provide for you . . . if you'll let it.

Whether you invite us to help you directly or not, I hope you'll invest some energy in re-examining your current approaches and the results you're getting. And if those results are not allowing you to spend the vast majority of your time (your life) doing exactly what you want to do, when and where you want to do it . . . I sure hope you'll entertain some changes.

See Ya In The Fast Lane (or not) . . .

- Stone

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Catalyst5: Carlos Quintero & Nancy Sutherland On Making The Leap From Sales Manager To Sales Leader

stonepayton@att.net (Stone) — Thu, 07 May 2009 01:20:00 +0000

This week on The High Velocity Radio Show (Monday 5/4) we interviewed Co-authors Carlos Quintero & Nancy Sutherland with Sales Effectiveness, Inc. They shared highlights from over 20 years of field research, and discussed their new book: Catalyst5 (Catalyst to the 5th Power) . . . Making The Leap From Sales Manager To Sales Leader.

The book's unique story line chronicles the challenges and lessons learned of "Chris Houser" -- a newly dubbed (and decidedly frustrated in the beginning) Sales Manager -- as he reaches out to Mentor "Joe Garson," who helps him understand the five key roles of an effective Sales Leader, and grow quite nicely into his new set of responsibilities.

Play Brief Excerpt Here (6:27)

Download Full Interview Here (28:34)

Enjoy . . .

XXX

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"Innovation In Healthcare" Series: Featuring AFLAC's Amy Otto

stonepayton@att.net (Stone) — Fri, 01 May 2009 21:02:00 +0000

This week on The High Velocity Radio Show, we aired another Special Edition Broadcast in our "Innovation In Health Care" series . . .

AFLAC's Amy Otto shared some sobering statistics, and a truly innovative approach for bringing Corporate Wellness programs to area businesses.

Play Brief Excerpt (3:58)

Download Full Interview Here (19:26)

XXX

For Previous "Innovation In Healthcare" Interviews (Phil Newbold, John Shufeldt, Jennifer Ruzek Lieberman, and more), see: http://www.highvelocityradio.com/

XXX

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Exactly How Do YOU Innovate?: Key Learnings From 4/23 InnoSession

stonepayton@att.net (Stone) — Wed, 29 Apr 2009 03:31:00 +0000

As many of you know, Jatin DeSai came to Atlanta last week to conduct a multi-client Executive Briefing on Strategy-Driven Innovation.

Of course every time Jatin speaks, I learn something new about helping organizations drive their business strategies more effectively. And formally representing The DeSai Group has provided me with the added benefit of crystallizing my beliefs around the critical role Innovation should be playing in your organization and mine everyday.

After sharing a nice meal early in the week, joining him for an inspiring site visit to the Manheim DRIVE Innovation Center, and participating in Jatin’s ½ day InnoSession last Thursday . . .

I’m more convinced than ever:

- The ability to plan & execute Fast, Innovative Change is the most consistent and durable source of competitive advantage.

- Most organizations and those who lead them could do a much better job of it by adopting just a few core principles and exercising just a handful of key disciplines.

- Among the most direct and powerful of these is understanding and applying what we explored in that session about Innovation Styles.

If you lead -- or even participate on -- any team charged with the responsibility of solving problems and meeting needs in your organization, you owe it to yourself to discover more about exactly how and why understanding and applying Innovation Styles is so important to your success.

I’ll be delighted to set aside some time to describe what I’m learning on this front, explore how this work might have merit for your situation . . . and coordinate a brief phone visit with Jatin or one of our Sr. Consultants should you have questions “out of my depth.”

In the meantime . . .

You Can See A Quick 2-page Summary Of My Personal Innovation Style Right Here

* There’s a more in-depth 12 page version I’m happy to share as well, if you’re interested.

Enjoy . . .

XXX

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An Engaging Chat With BrainZooming's Mike Brown

stonepayton@att.net (Stone) — Wed, 22 Apr 2009 03:21:00 +0000

http://brainzooming.blogspot.com/

XXX

We caught up with Mike Brown last week (Monday 4/13 High Velocity Radio Show) -- Innovation speaker / author, the creative pragmatist behind the popular BrainZooming blog, and VP Marketing Strategy for YRC Worldwide.

Brown shared his real world innovation experience from the trenches in his role with YRC, insights from his book "Taking The NO Out Of InNOvation", and gave us a sneak preview of his current collaborative effort with co-author Jan Harness: "Creative Instigation."

Play Brief Excerpt Here (3:54)

Download Full Interview Here (32:17)

And Check Out Mike's Resource Rich Post-Interview Report Here

God, Grits, and Good Results . . .

stonepayton@att.net (Stone) — Thu, 16 Apr 2009 04:13:00 +0000

First, a sincere apology – I realize allowing some 13 days between posts is complete heresy in the blogging world. I’m sorry.

But then again, only sorta . . .

1. The April 3 post (second in our series on Culture) hasn’t garnered any public comments to date, but sure drew a flurry of e-mail (some of it challenging my notion of “turning a culture on a dime,” most of it applauding the candor with which I addressed the issue). I attribute the volume of feedback to allowing so much time to pass between posts . . . time for readers to truly absorb and form well thought out responses.

2. I’ve been consumed with coordinating the Atlanta April 23rd Innosession, and talking with a ton of folks through other venues (as of this writing, still 5 seats available by the way).

3. With the help of some very bright, talented, and energetic folks from our Likedin and Twitter networks, we’ve successfully launched the Linkedin Innovation CoP (Community Of Practice), and continued to grow our weekly #innochat on twitter (Thursdays 7p EDT). If you haven’t already, please consider joining us.

4. On Palm Sunday we watched our 11 yr old complete her confirmation and be baptized. God is a growing presence for the Payton family -- and I’m convinced she’s been particularly close by all week, because the last several days have been some of the most rewarding I’ve experienced in some time – to include:

- A provocative and productive conversation with Jatin DeSai in prep for his trip to Atlanta next week

- Some marvelous interviews on The High Velocity Radio Show. (We’ll get some brief excerpts posted here soon -- but in the meantime, do yourself a favor . . . go to the High Velocity site and listen to the last couple of shows.) FYI: 4/13 Guest Mike Brown’s follow-up post to his appearance was particularly strong and resource-rich.

- A couple of well-invested days with my wife & kids, parents, and old friends for a short Spring Break in Pensacola

- Probably the most practical and engaging presentation on Social Media I’ve ever seen at GrowthANSWERS’ monthly forum – conducted by Todd Schnick

* It really was a fantastic presentation with genuine “take away” value I can apply immediately – but the highlight of the morning for me was receiving the gift of GRITS from my colleague and good friend, Amy Otto. This packet of High Velocity manna now resides on a corkboard behind my desk, secured with a thumb tack . . . much like the axe behind the glass labeled “Break Only In Case Of Emergency.”

- Appearing on Thrive America for a 3 segment video interview on SPEED, Innovation, and Change with Brent Brooks. (Candidly, I think I was less than eloquent in the first segment, but hoping Brent and team save me from too much embarrassment with a little bit of their post-production magic.) When this is ready, we’ll share the link for those of you who are interested in what we have to say about planning & executing Fast, Innovative Change.

Bottom Line: It’s been right at a solid two weeks of consistent and amazing RESULTS.

I Share This With You Because: I believe with all my heart that these results are the direct product of (1) Hanging out -- in a variety of media / venues -- with smart, committed folks like you, (2) Being truly “Intrepid” (as Todd Schnick would advise) in our desire to meet and serve our market, and (3) staying true to our mission of helping organizations and the people who lead them plan & execute Fast, Innovative Change.

Thanks So Much for you’re role in helping us meet that mission, and we’ll be back (well before 13 days this time) with our best efforts to help you meet yours.

See Ya In The Fast Lane . . .

- Stone

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"Stone On Culture" Part Two: Discretionary Effort

stonepayton@att.net (Stone) — Fri, 03 Apr 2009 14:17:00 +0000

(For Part One CLICK HERE )

**********************************

Today’s installment: A little closer look at what it really takes to mobilize the culture – with more speed and intensity in the same direction, or equally enthusiastic and uniform movement along a different tack.

XXX

First: A few sexy platitudes you might hear if ever subjected to a “Stone” presentation:

1. “You can’t workshop, wallet card, or wall poster your way to a more innovative culture. The rules for survival and prosperity in your organization have to actually change – in service of your Innovation Mandate, and in complete concert with your business strategy.”

2. “Strategy absent innovation is stale, slow, and expensive. Innovation absent strategy is a XXXXXXXXX (censored) .”

* I have enough social decorum not to actually say or publish it, but the compound word that goes here starts with “cluster.”

XXXX

3. “The fuel for innovation is Discretionary Effort.”

XXX

Yeah, I know . . . we’ve already touched on #1 & #2 in the first post from this series -- and outside an emotionally charged room full of like minded people, quips like this don’t provide much practical value. Just thought a little continuity might be helpful.

A quick word on #2:
I’ve known, and been sharing the first part of this statement for 22 years – didn’t need Jatin DeSai to tell me that. And the words in the second part are mine, not his – but it was just about this time last year that I got my hands on Jatin’s white paper, “Strategy Driven Innovation” and very quickly became a Desai(ple).

Innovation absent strategy (and therefore also absent metrics, methodology, infrastructure, and governance) quickly has exec teams pulling their hair out, and ultimately leaves the culture confused and immobilized. Worse yet, there’s a great deal of evidence suggesting this “Innovation Absent Strategy” thing is rampant. As Exhibit #1, I offer you the billions (yes billions with a “b”) of dollars invested in creativity courses, mind mapping software, innovation workshops, etc. within systems that have no real process for properly evaluating those ideas and venturing them for commercialization. Exhibit #2 – the dearth of leadership credibility experienced in the wake of so many failed change initiatives.

Now, about #3 -- this thing called Discretionary Effort . . .
It’s the most valuable asset available to you, and the high octane that fuels the world’s most successful enterprises. Provide for the care and feeding of Discretionary Effort, and you’ll have a culture creating commercially viable New Value better, faster, and cheaper than most of your competitors can possibly replicate.

XXX

This is the brass ring, the silver bullet, the shiznit – or whatever term you most readily associate with the ultimate prize. This is exactly what you’ve been chasing you entire leadership career. If you’re human, you’ve thrown training at it, money at it, t-shirts, slogans, newsletters, retreats, slide decks, initiatives, at it. It didn’t work, and it won’t work.

So exactly How Do I Go About Getting Discretionary Effort in the first place? And then, How Do I Keep It?

If you were to call me with this question and I felt you were serious about getting the answer (not everyone is), I’d tell you to seek out a man named Stan Slap and run, not walk to his next offering of “Bury My Heart in Conference Room “B.” (If you catch me saying anything right on the topic, that’s probably where I got it.)

In the meantime . . . You can get started with Clarity of Purpose . . . Clearly and concisely communicating Where you’re going and Why. But in order to garner the emotional commitment required, you may have to re-visit the way you’ve been going about this.

I was very careful in choosing my words here. I said “ . . . communicating where you’re going and why,” not the organization. They’re following you, not the company. And they have some very specific questions of you as they calibrate the level of discretionary effort they plan to expend, including:

Why do you need me?

What’s in it for me?

What’s in it for you?
Sure, you can include corporate advantages -- provided you can successfully relate them to compelling personal benefits to both yourself and your people. If not, save that speech for your boss – and her boss.

How serious are you about this?
Your people will measure this by your actions -- and that pesky little “rules for survival & prosperity” thing we keep bringing up.

*** Reality Check ***
While this business of expressing Clarity of Purpose is essential, it’s woefully inadequate. Stop here (even combined with following our counsel on the “rules for survival & prosperity” issue) and you’ll definitely enjoy better, faster, less expensive compliance . . . but you won’t necessarily get Discretionary Effort. That requires a few more disciplines we’ll share in future posts.

OK . . . let’s make a leap of faith here and say this first step (Clarity of Purpose) and the others we’ll cover in future posts actually work -- you now have a critical mass of Discretionary Effort. (It does, and you will.) How Do You Keep It? . . .

By finding a away to answer these four questions every day – that’s the master key with all of these disciplines (consistency). If you find yourself unable to answer even one of the four at any point . . . go find another purpose to drive, or at least resign yourself to the fact that you’ll no longer enjoy any appreciable degree of discretionary effort on this one. The best you can hope for is compliance.

Of course, once you savor the taste of leading a team consistently giving you discretionary effort, you won’t settle for less. It’s addictive. You’ll fire your boss and go find another department or organization to serve if you have to.

Back Soon with more on Discretionary Effort, and mobilizing your culture in general . . .

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April 23 Atlanta Innovation Execution Session (Update)

stonepayton@att.net (Stone) — Sat, 28 Mar 2009 03:16:00 +0000

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

stonepayton@att.net (Stone) — Thu, 26 Mar 2009 15:22:00 +0000

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

stonepayton@att.net (Stone) — Fri, 20 Mar 2009 03:04:00 +0000

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

stonepayton@att.net (Stone) — Sun, 15 Mar 2009 03:04:00 +0000

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

stonepayton@att.net (Stone) — Thu, 12 Mar 2009 12:51:00 +0000

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

stonepayton@att.net (Stone) — Tue, 10 Mar 2009 20:49:00 +0000

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

stonepayton@att.net (Stone) — Mon, 09 Mar 2009 22:43:00 +0000

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

stonepayton@att.net (Stone) — Fri, 06 Mar 2009 06:22:00 +0000

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

stonepayton@att.net (Stone) — Tue, 03 Mar 2009 11:22:00 +0000

** 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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Crafting Your Organization's Future In A Changing World

stonepayton@att.net (Stone) — Wed, 25 Feb 2009 16:38:00 +0000

Crafting Your Organization's Future
In A Changing World

Atlanta, GA
One Glenlake Parkway 7th Floor
April 23, 2009

Click Here For Details

If you're serious about getting the real work of innovation done, you and your team should join us for this session. If you have questions, need some help "selling" the idea to your leadership, or just want to explore the topic in a little more depth -- drop me a note at stone@desai.com and we'll schedule some dedicated time to talk it through.