Reports from the Knowledge Labs about our recent findings, research topics, and interviews with lifestyle leaders who are creating their own futures.
How to stimulate your own powers of foresight. Consider the following thought provokers. Ask yourself, in these categories what are the brand new trends and forces? Which are the ones growing in importance? Which current forces are loosing their steam? Which have peaked or are reversing themselves? Which are the "wildcards" about to disrupt us in the future? POLITICAL AND TECHNICAL thought for food: Electronics, Materials, Energy, Fossil, Nuclear, Alternative, Other, Manufacturing (techniques), Agriculture, Machinery and Equipment, Distribution, Transportation (Urban, Mass, Personal, Surface, Sea, Subsurface, Space), Communication (Printed, Spoken, Interactive, Media), Computers (Information, Knowledge, Storage & Retrieval, Design, Network Resources), Post-Cold War, Third World, Conflict (Local, Regional, Global), Arms Limitation, Undeclared Wars, Terrorism, Nuclear Proliferation, Weapons of Mass Destruction, Governments (More/Less Power and Larger or Smaller Scale), Taxes, Isms: Nationalism, Regionalism, Protectionism, Populism, Cartels, Multinational Corporations, Balance of Trade, Third Party Payments, Regulations (OSHA, etc.) Environmental Impact, U.S. Prestige Abroad. SOCIAL AND ECONOMIC Food for thought:
Labor Movements, Unemployment / Employment Cycles, Recession, Employment Patterns, Work Hours / Schedules, Fringe Benefits, Management Approaches, Accounting Policies, Productivity, Energy Costs, Balance of Payments, Inflation, Taxes, Rates of Real Growth, Distribution of Wealth, Capital Availability and Costs, Reliability of Forecasts, Raw Materials, Availability and Costs, Global versus National Economy, Market versus Planned Economies, Generations: Y, X, Boomers, Elderly, Urban vs. Rural Lifestyles, Affluent vs. Poor, Neighborhoods and Communities, Planned or Organic Growth.
The Journal of 2020 Foresight
Thursday, September 21, 2006
Making it Easy to Buy Your Brilliant Ideas
Chapter Four: The Tribal Territories
By Steve Howard, CKO
The Knowledge Labs
Table of Contents
Chapter One: Basecamp
Chapter Two: The Ridge
Chapter Three: The Outpost
Chapter Four: The Tribal Territories
"To enter the Experience Economy, first customize your goods and services. Mass customizers modularize their goods and services. Companies can disclose, reveal, or conceal all combinations of goods and services. Customers don't want choice; they just want exactly what they want.”
B. Joseph Pine II and James H. Gilmore, “The Experience Economy”
DOUBLE NICKEL RANCH. As you present your proposal in the UnInterview you won’t know everything, because you are on the outside looking in. You will encounter new information about the situation and challenges that you hadn’t anticipated. But all is not lost. Probe. Ask intelligent questions. Uncover what they’ve already tried, but discarded as unworkable solutions.
Journal of 2020 Foresight: So the target decision-maker at this stage will want to see your mind in operation.
Explorer: That’s right and this is where you can't clam up.
Eagle: Just act as though you were already on the team.
J2020F: That sounds easier than when you are in the interview and fielding questions.
Explorer: The idea is to discuss your own idea. Ask where your target thinks there might be a problem, if any.
J2020F: Oh, I get it.
Explorer: You will learn more about the company as the conversation continues, so look for what factors that you didn't anticipate.
J2020F: What if the decision-maker asks touch questions about information I didn’t anticipate?
Eagle: Field them. What new light do they shed on your idea?
Explorer: And, remember, your expertise doesn't consist, at this point, in producing brilliant solutions, but in asking perceptive questions.
J2020F: So, the more intelligent questions I can ask, the better?
Explorer: Exactly. And, also remember that the longer the interview lasts the happier you should be.
Eagle: Your target has the power to terminate it at any time.
Explorer: Hence the longer it lasts the more your target is attempting to sell you on joining the organization.
J2020F: So far I’ve endured the first phase – Why Are You Here? – and the second – Who Better to Carry it Out Than Me? -- what is the third phase?
Explorer: The third phase is, “How Much is it Going to Cost Me?”
J2020F: I should have seen it coming. Obviously, this is the next logical question.
Eagle: Equally obviously your target has no right to ask.
J2020F: What? Why not?
Eagle: When your targets want to buy they should bid first.
Explorer: So much, in theory.
J2020F: Now, you’re confusing me.
Explorer: In actual fact, of course targets successfully get away with reversing the roles because the whole human resource system in this country has everyone terrorized.
J2020F: So, you are going to have to give an answer?
Explorer: Before answering, however, you must have several things firmly in mind -- you must know what the general salary level is for the kind of position you're shooting at or asking your target to create.
J2020F: Got you. And?
Eagle: Or if your aiming to hired as a consultant -- what is the appropriate level for such services?
Explorer: Or, if you’re viewing your target as a potential client or customer for some entrepreneurial product or service, what this should cost.
J2020F: So, you really must do your homework. You always want to find yourself at the highest differentiated and highest degree of relevance end of the range, so you can charge value-based high premium fees.
Explorer: There are no two ways about it. You must understand that your target doesn't have a flat figure in mind, but does have a range in mind.
J2020F: A range?
Eagle: It is important for you to bargain, therefore -- from $2500 to $5000 is worth bargaining for.
Explorer: If you don't you will be seen as naive at best.
J2020F: How does it work?
Eagle: You bargain by playing the range game right back at your targets.
Explorer: It consists in two parts of equal and overwhelming importance; and you cannot even draw breath between these two.
J2020F: So you must have a script, right?
Explorer: Using your own words, the first part goes something like this -- Well, based on my survey and as a result of looking at some other situations, almost as interesting as yours, I would be amenable to something between $___ and $ ____ (which is a range that overlaps the target's in the following manner: your minimum is just below the targets maximum.
J2020F: And the second part?
Eagle: And then you say immediately, however, I want you to know one thing. I am not half as interested in the starting amount, as I am in the intellectual challenge and the long-range opportunity.
J2020F: And, then I start on Monday?
Copyright ©2002 - 2006 Aarnaes Howard Associates. All rights reserved worldwide.
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