Mark Pollard is the master in making a point. In this article he states for example when a slide in a presentation kickes it: When it
Makes a point
Proves a point
Helps people understand what to do about the point
I also liked this advice how to plan a presentation flow: „Take a piece of paper, divide it into boxes, then take a thick black marker and write your story with one sentence per box and so that the story makes sense on this one page.“
Roger L. Martin says in this article: The first thing to keep in mind about strategy is that it is not all that complex. You should keep it simple and always remember that, put simply, strategy is about choices. After years of working closely with leaders of large corporations, I have come to the conclusion that strategy is actually about a set of five choices that must be made:
1. What is our winning aspiration?
2. Where will we play?
3. How will we win?
4. What capabilities must be in place?
5. What management systems are required?
„Innovation is hard. Many businesses set up initiatives to appear innovative by experimenting with new high profile technology, as opposed to actually being innovative by developing a strategy that responds to customer needs, technology and the market.“
That sentence stroke me as I have experienced „innovation theatre“ quite often in my professional life. While being full of magic, glitter and unicorns these initiatives lack focus on what really matters: The customer and longterm business value. For me it was always challenging to fully embrace those innovation theatre ideas as I have the strong belief that true innovation is not using the latest gadgets but daring to question old paths and reinventing the customer experience.
In this guide, 383 examines what exactly is meant by ‘innovation’, how to ensure your organisation is ready to navigate what can be a difficult and often misunderstood process, and explore how a leading UK train company managed to create an industry-leading startup collaboration initiative to great success.