Vietnam'da muzelerin cagristirdiklari...

Araziye uyali beri ev tuttum, motor kiraladim.

Artik Vietnamlilar gibi cilgin trafikte huzurla geziyorum, yanlis yerden donuyorum, duruyorum, ters yonden giriyorum ve gulumsuyorum! En eglencelisi tek kelime ortak Ingilizce - Vietnamca - Turkce bilmeden yol sormam, onlarin tarif etmeye cabalamasi ve inanilmaz bir sekilde bulabilmem!

Burada cesitli muzeler var, hemen hepsi koloniyal donem Fransiz mimarisi.. Basliyorum...

History Museum

   

Oturus bicimi Anadolu sufi tefekkur halini hatirlatiyor. Bereket tanricasi Kibele cagrisimi var. Kilik, kiyafet, sakal ve durus Asur - Babil andiriyor. Kitabedeki harfler Sanskritceye benziyor. Hint ve Cin etkisi cok anlasilir ama basbayagi Mezopotamya esintisi de var. Budha kelimesinin koku Sanskritce Bud, 'aydinlanmak' anlaminda, Budha ayni kelimenin gecmis zamanli hali, 'aydinlanmis' anlamina geliyor. Hindistan cikisli olmasini da hatirlarsak sembol, dil, ogreti benzerligi daha anlamli oluyor. El isciligi cok detayli, kiyafet alenen Osmanli kaftani havasinda. Misir' la tamamen farkli cografyalar ve farkli zaman cizgileri ancak belli ki mumyalamayi biliyorlarmis. Insanligin baslangicina dair arkeolojik buluntulara 5 bolgede rastlanmis: Guney Afrika Cumhuriyeti, Suriye-Azaerbeycan (Mezopotamya) arasi, Yeni Gine, Hindistan, Vietnam.. Kabaca nehir deltalarina yakin yerde hayat baslamis. Hep buralardalarmis ama istila ve savas hic eksik olmamis.

Ho Chi Minh City Museum

 Vietnam savasi esnasinda Vietnami destekleyen ulkeler harita uzerinde isaretlenmis, kimler kimler var da maalesef Turkiye yok, desteklememisiz demek ki.. Cok yazik.. Farkli perspektiflerde HCMC = Saygon tanitiliyor. Ben en cok etnografik, ozellikle evlilikle ilgili olan bolumu begendim. Gelinlik ve damatliklarda ilk resim Kimmerleri, ikinci resim Islami olani, ucuncu ve dorduncu resimler Vietnamlilari gosteriyor. En sonda da modern Vietnem gelin ve damadini goreceksiniz. Baslik parasi tum alt kulturlerde var, evlenirken kizlar adeta 'satiliyor', sonrasinda anne olan kadinin bir agirligi var. Merasim canlandirmasini da bulacaksiniz. Evlilik cuzdanlari bile sergide yer almis.

  

  

Ao Dai Art Gallery
Tasarimci elinden geleneksel ve luks kostumler sergileniyor. El dokumasi kumaslar. nakis, pul, payet vb el isciligi belirgin. Sahici bir defile alani var; dekoratif duvarlar, numarali sandalyeler, canli muzik, ses ve isik sistemi derken havali bir yer. Ilk defa 'podyumda salindim', hosuma gitti.

  

Fine Arts Museum
Etkileyici bir bina, oldukca aslina sadik olarak korunmus, eski zaman, savas oncesi ve savas sonrasi olarak uc doneme ayrilmis. Yagli boya, agac uzerine kakma, yaldiz vb teknikler kullanilmis, bronz cok tercih edilmis. Bahce icinde 3 ayri binadan olusuyor. Asansor calismiyor ama bu kadar eskisini ilk defa gordum. Istiklal Caddesindeki eski binalari hatirlatti. Kahire' de de belirgin Fransiz esintisi vardi, burada da var. Somurge belki ama bir yandan da kulturel karma yaratilmis.

  

 

Ironik bir eser, ABD savas helikopteri carmih pozundaki Isa'yi Vietnama indiriyor, baris kisvesi altinda olum sacarken, baris kelimesinin Ingilizce yazilmasi da ABD' ye bir gonderme oluyor, herkesin baris anlayisi farkliymis, Ingilizcesi demek bu anlama geliyormus"...









Burada kadin Agent Orange kimyasal gazdan korunmak icin yuzunu ortmeye calisiyor, kucagindaki cocuk bas asagi, aci icinde... Coook cekmisler...

Composition isimli eser: Begendim, malzeme inox ve tas yani composition kavramina uygun. Genel goruntu klasik muzik enstrumani havasinda, composition diger anlamiyla tutarli. En guzeli yaklastiginizda kendinizi de eserin icinde gormeniz, aksiniz yuvarlak topuzlara dusuyor ve eserin bir degil iki basi birden siz oluveriyorsunuz; iyisiyle kotusuyle, alt veya ust benliginizle artik nasil yorumlarsaniz.... Eserle butunlesiyorum, inter active yani, hem de dijital olmadan...

Baba-Ogul isimli eser: Ilk defa baba ve ogul ikilisini matriyarkal (gebe gibi) formatta gordum, ilginc buldum. Babanin ogluna mesafeli ama kapsayan durusunu sevdim, uzaktan destekleyen ve onun birey olmsaina katki veren, ihtiyac duydugunda yaninda olan..

amazon highlights: Jobs To Be Done / Stephen Wunker, .. / 2016

Jobs To Be Done: A Roadmap for Customer-Centered Innovation / Stephen Wunker, Jessica Wattman, and David Farber / 2016

Once you understand what jobs people are striving to do, it becomes easier to predict what products or services they will take up and which will fall flat. The Jobs to be Done framework succeeds because it focuses innovators on the right questions rather than having them jump directly to devising solutions. Breakthroughs come from reimagining problems, not from creating an incrementally better solution to a well-understood challenge. Jobs help you to focus on what really matters, rather than trying to add on cool features that muddle the customer experience and make the product less compelling.

“People don’t want to buy a quarter-inch drill. They want a quarter-inch hole.”

Customers have jobs that are both functional and emotional in nature, and companies need to design offerings that win on both levels. Focusing on particular people in specific contexts creates far richer and more useful detail than thinking about things on average. Much like the problem of adding too many features, attempting to satisfy too many jobs leaves you with a complicated, expensive, one-size-fits-none product. Focusing on Jobs to be Done, rather than on past customer purchase behavior, allows you to define a broader solution space with more opportunities for innovation.

While jobs are the tasks that customers are looking to get done in their lives, job drivers are the underlying contextual elements that make certain jobs more or less important. Job drivers come in three flavors: attitudes, background, and circumstances

customer segment—whether it consists of your customers, competitors’ customers, noncustomers, or a mix of the three—has a degree of homogeneity in what it needs and how it buys and consumes. Jobs and job drivers are critical factors for segmentation. Customers behave and make decisions differently based on their job drivers, which come in three forms. Customers’ attitudes (social or personality-based traits), background (long-term context), and circumstances (immediate or near-term factors) all cause them to prioritize their jobs differently. Jobs and job drivers combine to yield meaningful customer segments that are based on insight into the “why,” not just the “who” or “what.”

A thorough understanding of how decisions are made requires an identification of key stakeholders, what they are doing, and what bothers them about the process. The easiest way to make sure you are not missing key stakeholders is to create a process map from the customer’s perspective. Throughout your research, make sure you are asking about and/or observing each step of the process and noting the specific approaches taken by the customer, starting from the time the customer begins thinking about a job to when that job is satisfied.

Making a “better” product is the easy part of innovation. The hard part is ensuring that your new product is better for the right people in the right ways. New solutions need to account for the needs of multiple stakeholders, each of whom may have different expectations.

Making a process map—a graphical depiction of each step of the customer’s journey from deciding to buy a product to disposing of it—can help identify additional stakeholders, and it can be a good way to spot pain points that are making customers unhappy. Success criteria translate jobs into highly actionable parameters. Criteria are often impacted by customers’ attitudes, background, and circumstances. You can measure success by evaluating how well your product can satisfy key customer jobs. Additional value can be created by making trade-offs. Focus on excelling along the dimensions that matter to your target customer segments.

Just because there is a better product or a better way of doing something, it doesn’t mean that customers will embrace the new solution. Obstacles to adoption are barriers that prevent customers from buying your products in the first place.

• Lack of knowledge. One of the most fundamental reasons that customers don’t buy your product is that they don’t know they need it.
• Behavior change requirement. As we saw when we looked at current approaches and pain points, getting people to change their behavior can be difficult.
• Multiple decision makers. Even great ideas can be hindered by the need to bring many disconnected decision makers on board, some of whom may have misaligned incentives.
• High costs. Costs can be high in a number of ways.
• High risk. Customers will be reluctant to adopt a new solution if it involves a lot of risk or a high potential cost of failure.
• Unfamiliar category. Sometimes, products are so innovative that they define a new category that the customer doesn’t really understand or have a budget for.

Second set of obstacles to consider are obstacles to use. These are the reasons that customers stop using your product or service after initial adoption.

• Limited supporting infrastructure. Sometimes a product can be great on its own, but lacks value without a system to support it.
• Use creates pain points. Customers will not continue to use a product that is overly complex or difficult to use. Yet companies often insist on overloading their new products with features rather than focusing on satisfying important jobs well.
• It’s cool, not better. Many times, a new product sounds really exciting, but it ultimately doesn’t do a better job than the existing solution.
• Offering isn’t targeted. Similarly, new offerings need to be targeted to specific jobs and customer types.

Getting customers to even consider your product in the first place can often be quite the challenge, but finding ways to overcome obstacles to long-term use can be just as important a task. Without opportunities to resell to past purchasers, you may find that your business model is simply unsustainable.

The tricky thing about value is that it’s not a constant. At the same time that a new solution is creating value for the customer, the business must also determine how that same solution creates value for the organization. And both stakeholders have unique concerns.

• For the business, the first issue is how much potential exists.
• From the customer’s perspective, value relates to how expensive that solution can be.

Create a business model that allows you to sustainably capture value while simultaneously offering the customer a differentiated solution. Ask questions early that allow you to spot potential risks in your business model, especially with respect to how you’ll attract new customers, keep those customers, and ultimately grow the business.

Peter Drucker back in 1964: “The customer rarely buys what the business thinks it sells him. One reason for this is, of course, that nobody pays for a “product.” What is paid for is satisfaction.

There are three principal factors to consider in your competitive assessment:

• First, what are your relative advantages in delivering against key jobs and success criteria?
• Next, what is your relative flexibility to adjust plans?
• Finally, what will be rivals’ impact on marketplace perceptions?

All organizations—from start-ups to established businesses—need a strategy.

• The first step in creating a strategy is defining what it means to win. Often this is expressed in the form of a quantitative target
• The second step in crafting a strategy is deciding how and with whom you will win. Generally this involves making choices along three dimensions.

                  o   On one axis is your familiarity with the product or service you will be selling.

o   On the second axis is your familiarity with the customer you’ll be serving.

o   On the third axis is business model familiarity.

•         The third step for honing your strategy is determining your competitive advantages. This involves identifying the strengths that allow you to expand beyond the core, as well as the assets and tactics that you can use to outperform any competitors who are already playing (or may choose to start playing) in your newly chosen arena.
•        The fourth step for creating a strategy is about defeating specific and articulable challenges.A good strategy maps out the challenges you are likely to face and the uncertainties you need to resolve, articulating a plan for how risks can be reduced and how obstacles can be overcome.
• ·    The fifth step in crafting a strategy involves developing growth options and the capabilities to move forward. This step focuses heavily on the “how” of strategy. Leaders need to create a concrete strategy that answers specific questions—how winning is defined, which markets to target, what strengths can be leveraged, what challenges need to be overcome, and what capabilities need to be built in order to succeed.

Companies need high-level strategies so that they can organize their activities and prioritize how they spend their resources. What Big Data fails to give us is context. Big Data fails to provide crucial information about why customers make decisions and how they interact with products after they are purchased. To suggest that there’s one right research technique would be a fallacy.

In reality, there are three different groups you will want to reach, each of which can give you a different type of insight.

•       The first group consists of your existing customers. Customers who already purchase your products understand what they are buying, and they can tell you what your products are particularly good or bad at.
•         The second group to engage with consists of those customers currently buying competing products. Here, the goal is to learn what really makes those customers different, beyond the superficial answers that they are likely to start with.
•         The final group to investigate involves those individuals who are not consuming the types of products you sell at all.

Data is a valuable thing. Without context, however, it can also be misleading, and it can prompt organizations to make ill-fated decisions. Organizations that are launching new offerings need to talk to real people and understand the “why” behind the decisions they make. While there is no single best way of gathering customer insights, the best research plans answer specific questions and reduce unnecessary risks. Primary research is a necessary component for ensuring that you understand the context in which purchasing decisions are made and for learning how products are used once they are in the hands of the end user.

While Big Data gives us lots of information about what is being purchased, it doesn’t tell us much about why products are being purchased or how those products satisfy important jobs in customers’ lives. A variety of research methods exist, and your approach should be selected based on the stage of the project, the questions you’re trying to resolve, and the resources available. Talking to different customer types—including existing customers, competitors’ customers, and nonconsumers—can reveal different types of insights. Talk to all three groups to get a holistic picture of how people choose what to buy or what not to buy.

clear up front about why you’re brainstorming, how ideas will be evaluated, Start off by getting everyone on the same page. Explain the purpose of the ideation session, discuss the boundaries of what will or will not be considered, and elaborate on how ideas will be evaluated. Give participants some time to quietly reflect and ideate on their own. Ask participants to come up with their own lists of ideas first, thus avoiding the anchoring problems just described. Give them a quota in order to encourage them to push themselves. Depending on how many people are present, break the group into small teams of people with dissimilar backgrounds to discuss and expand on these ideas, coming up with new ideas and identifying which ideas seem to have the highest potential. Have someone in the group meticulously record the details of the conversation. Once all the participants have shared their ideas, you can group similar ideas together. Once you’ve built out each idea, you’ll be able to have a more informed discussion about the merits of the ideas, rather than simply eliminating ideas based on gut reaction. Finally, as you prepare to leave your brainstorming session, be clear about what the next steps are.

Bad brainstorming is common but quite avoidable. The best ideation experiences follow an eight-step process that involves level setting, reflection and ideation, collaboration, organization, discussion, build-out, evaluation, and follow-up. Start by getting everyone on the same page about why you’re there and how ideas will be evaluated. Then provide structured questions, and encourage teams to fully build out their ideas. Looking beyond the walls of your organization helps you keep tabs on the emerging trends that are important to your customers, allowing you to stay ahead of what they’ll be asking for. While open innovation programs can be a good way to bring in new viewpoints and ideas, smaller-scale practices and policies can be just as effective. Good experiments aren’t about grandeur. They’re about timing and reliability. More important than the results of the test, though, was the process. Getting something tangible in front of customers early on in the process can be a great way to gather feedback before you’ve spent too much money going down a bad path.

People value answers over questions, so they shy away from experiments, which will necessarily have uncertain results. Experiments can be an inexpensive way to resolve major unknowns before a project is too far along. Concept tests can be a useful way to determine whether customers are interested in your new offering, but each concept needs a story that helps re-create the experience in which a customer would actually be making a decision to purchase or use the product.

BUILDING THE CAPABILITIES FOR REPEATED SUCCESS

Working with the innovation team, we decided on five pillars that would distinguish the Jobs-based innovation initiative from traditional corporate training programs

•      The first was that the initiative needed to advance ongoing projects and generate immediate value without interrupting employees’ “day jobs.”
•        The second requirement focused on getting senior leadership to support the methodology and encourage its use directly with clients. After exploring the benefits of Jobs-based innovation and seeing how small teams were creating direct benefits for the company’s clients, the CIO publicly endorsed the initiative and became a powerful champion for moving it forward.
•        For the third pillar, the focus was on resolving a common challenge with innovation initiatives—the inevitable drop-off in enthusiasm over time. We helped address this issue by having participants join learning teams that would persist after the initial training.
•        Our fourth objective was to focus on the creation of internal experts. We decided to focus on creating experts within the innovation group who would be able to provide just-in-time tools and guidance to project teams who could benefit from Jobs-based learnings.
•        The fifth pillar revolved around building momentum organically.

we created a multilevel certification program that encouraged participants to continue applying what they had learned and advance through the program’s levels.

JOBS REFRESHER POINTS:

Jobs are the tasks that consumers are trying to get done in their everyday lives. Research needs to focus on uncovering consumers’ jobs, not just what they’re currently buying or what they think a good solution would look like.

Look to satisfy both functional and emotional jobs. While consumers will be looking to satisfy a number of jobs, some will be more important than others. Focus first on satisfying those “North Star” jobs. In your research, keep asking “why?” to make sure you understand the true underlying jobs.

JOB DRIVERS REFRESHER POINTS:

Job drivers are the underlying factors that make particular jobs more or less important for different types of consumers. Job drivers can be uncovered by looking at three broad categories: attitudes, background, and circumstances.

Jobs and job drivers combine to yield customer segments—groups of customers who will buy and behave in similar ways. Rather than building fully loaded, one-size-fits-none products, new offerings should be targeted to specific customer segments by focusing on the jobs that are important to those specific consumers.

CURRENT APPROACHES AND PAIN POINTS REFRESHER POINTS:

The product purchaser is just one of several stakeholders who may need to be satisfied with your new offering. Consider whether there is an end user or other key decision maker who will need to be satisfied.

Current approaches are the range of activities that collectively represent a customer’s way of doing something. Pain points—a breeding ground for innovation—are the areas of difficulty, frustration, or inefficiency along the way.

Because context can affect which jobs are in play, remember to ask about specific occasions (not just average behavior), getting as detailed as possible.

Consumers are often attached to their current approaches, so carefully consider how fast you can expect consumers to change their behavior if your solution requires such change.

SUCCESS CRITERIA REFRESHER POINTS:

Success criteria are not jobs but rather indications of whether a job has been satisfied. The success of a new product will often require homing in on particular occasions and contexts that are the most important to the customer.

To get started, try understanding what customers want more of, what they want less of, and where they’re seeking a balance. Your new solution may ultimately require making trade-offs. It’s perfectly acceptable to give up on features that matter to a limited number of customers as long as you excel along the dimensions that matter most to your targeted customer segments.

OBSTACLES REFRESHER POINTS:

Obstacles come in two forms: obstacles to adoption and obstacles to use. Obstacles to adoption are hurdles that limit a consumer’s willingness to buy an offering. Obstacles to adoption can be reduced by making it easy for people to learn about and try your new offering.

Obstacles to use are hurdles that get in the way of success, thereby limiting a customer’s likelihood of continuing to use a product, purchasing add-ons, or upgrading to newer versions. Continuously acquiring a new customer base is often too costly to be sustainable, making it important to eliminate obstacles to use so that first-time buyers become repeat buyers.

VALUE REFRESHER POINTS:

Understanding how much money is at stake with respect to a new solution requires framing markets in terms of jobs, not products.

A value-based pricing strategy that accounts for the unique or emotional jobs your offering satisfies can help you more accurately understand how expensive your solution can and should be.

In addition to thinking about the value you’re offering the customer and other key stakeholders, your solution needs to bring in value for the organization. Consider whether your model allows you to sustainably capture value.

COMPETITION REFRESHER POINTS:

Beyond your traditional or direct competitors, your offering also competes against other offerings that satisfy the same jobs.

Because consumers will look outside your product category to satisfy their jobs to be done, familiarize yourself with the entire spectrum of direct and indirect competitors, and position your products accordingly.

By applying a Jobs-based lens, your broader view can also illuminate more avenues for growth. Areas of nonconsumption—the areas in which your competitors aren’t currently playing—can offer substantial potential, but they also carry some degree of risk. Think about both traditional and nontraditional competitors in terms of your relative advantages, flexibility, and risk.

amazon highlights:The Strategic Leader's Roadmap / Harbir Singh / 2016

The Strategic Leader's Roadmap: 6 Steps for Integrating Leadership and Strategy / Harbir Singh and Michael Useem / 2016

Introduction: Strategic Leadership as the Driver of Growth and Renewal

It required an individual who could both think and act strategically, a person with a solid strategy and the capacity to lead its execution. This is due to five trends we see in the markets in which many firms now operate.

1. Companies are more globally interdependent and competitive, and shortcomings in either their strategy or their leadership are likely to have greater downsides than in a less connected world.
2. The contracting lifecycles for products and the expanding change rates for markets have placed a greater premium on having a competitive strategy in place and an executive team than can execute it in a timely fashion.
3. Firms are increasingly contending with not just their direct competitors but also disruptive innovators and changeable customers, and that too has placed a greater premium on more vigilant company leaders and a greater readiness to redirect their strategies.
4. New markets in developing economies and growing markets at the bottom of the pyramid in advanced economics are attracting fast-acting and frugal competitors, and the agile exercise of strategic leadership has become critical for reaching and prospering in those leaner and faster-moving markets.
5. Investors are placing greater pressure on company executives and directors to exercise active strategic leadership of their enterprise.

The Strategic Leader’s Checklist

Integrate Strategy and Leadership. Master the elements of strategy and leadership both separately and as an integrated whole.

Learn to Lead Strategically. Pursue directed learning, one-on-one coaching, and instructive experience to develop an integrated understanding of strategy and leadership.

Ensure Strategic Fit. Arrange a strong match between the strategic challenges of a managerial position and the individual with the leadership skills to fill it.

Convey Strategic Intent. Communicate strategic intent throughout the organization and empower others to implement the strategy.

Layer Leadership. Ensure that leaders at every level are capable of appreciating strategic intent and implementing it, and hold them responsible for its execution.

Decide Deliberatively. Focus on both short- and long-term objectives; press for disciplined analysis and avoid status-quo bias; and bring the future into the present.

Chapter 1. Principles of Strategy and Leadership

Company strategy can be defined as setting the firm’s general direction and identifying what creates sustainable value and advantage for the firm. And underpinning the strategy is a broader vision with aspirational goals, providing both an overarching trajectory for the firm and an inspiration for employees to achieve it.

Setting Company Strategy

• Vision.
• Competitive positioning.
• Value proposition.
• Competitive advantage.
• Strategic redirection.

When product differentiation is low, companies tend to focus on greater efficiency and lower costs compared with their competitors.

Features of Competitive Positioning

• Product or service differentiation.
• Relative cost of production and delivery of the product or service.
• Superior value proposition.
• Sustained value proposition.

We define company leadership as the actions required to enact, change, and execute company strategy.

Leading the Company

·         Align people and organization.

·         Create value.

·         Optimize advantage.

·         Restructure for future advantage.

Chapter 2. Integrate Strategy and Leadership

First, think what is it that you want to achieve. Develop a vision of your business and the results you want, and then answer the question: What needs to happen for this vision to become true?

Second, strategy is about choices. While making decisions to come up with a strategy, it is also important for leaders to recognize what not to change.

 “Third, strategizing is about the process of aligning resources and asking the question: Which capabilities do I need to make these things happen?

In summary, strategic leadership is about setting a clear vision and making choices of where to play and how to win, prioritizing goals, and ensuring you have the capabilities necessary to achieve those goals.

Integrating Strategy and Leadership: Two Key Questions

·         Strategy: How is our organization positioned to meet a given strategic goal?

·         Leadership: Do we have the right people and architecture in place to meet that goal?

Chapter 3. Learn to Lead Strategically

Neither strategy nor leadership is a natural-born skill set, thus learning to become a strategic leader is essential.

• Directed Learning.
• One-on-One Coaching.
• Instructive Experience.

Chapter 4. Ensure Strategic Fit

• Work the Data
• Pinpoint Priorities. 

Chapter 5. Convey Strategic Intent

• Convey strategic intent.
• Refrain from detailing how strategy is implemented.

Chapter 6. Layer Leadership

• Convey strategic intent throughout the organization.
• Work across layers.
• Strategic leadership in all layers.

Chapter 7. Decide Deliberatively

• Make disciplined decisions.
• Protect against decision biases. 

Chapter 8. Strategy-Led Execution: Carlos Ghosn and Nissan

Execution: From Strategic Diagnosis to Implementable Initiatives

• Strategic Diagnosis and Value Proposition:
• Defining Strategic Initiatives:
• Identifying and Developing Operational Leaders: 

Conclusion: Becoming a Strategic Leader

The Strategic Leader’s Roadmap

• Learn to Lead Strategically. Draw upon directed learning, personal coaching, and instructive experience to build a capacity to lead strategically as it applies to both oneself and those in lower layers. 
• Focus on product differentiation, relative cost, superior value proposition, and sustained value proposition. In posing questions on strategy and leadership in each of these four areas, consider how the enterprise is best positioned in its markets and then whether the right people and architecture are in place to achieve the strategy.
• Ensure strategic fit, convey strategic intent, layer leadership, and decide deliberatively. Apply them as a bundle to integrate company strategy and its leadership.
• Lead executable initiatives driven by your value proposition, specific initiatives, and operational leaders. Actively transform strategic thinking into operational reality.
• Build boards that provide strategic leadership. Well designed and composed, governing boards can serve as strategic partners of management.
• Develop managers who can think and act strategically. Recruit and build managers who think and act strategically within their own tier.

amazon highlights: Draw To Win / Dan Roam / 2016

Draw to Win: A Crash Course on How to Lead, Sell, and Innovate With Your Visual Mind / Dan Roam / 2016

Three Data Points That Point to Pictures 90% of the data in the world today has been created in the last two years alone. —IBM, “WHAT IS BIG DATA?”

 

The first was from IBM, saying that 90 percent of all data collected in history has been generated in the last two years.
The second was from Cisco, saying that 90 percent of all data transmitted online today is visual.
The third came from my own work in corporate training, where I see that 90 percent of businesspeople have no idea how to effectively use visuals in their business.

Drawing isn’t an artistic process; drawing is a thinking process. Drawing is not art; drawing is thinking.

There are seven basic building-block shapes: dot, line, arrow, square, triangle, circle, and blob. They are all easy to draw. Practice the simple shapes and combine them to create the six essential business pictures: objects and people, charts, maps, timelines, flowcharts, and equations.

We are all magnificently visual; more of your daily energy burn goes to looking at the world than to anything else. When you understand how vision works, you can hijack the process to inspire, motivate, and guide other people. Vision is predictable. When you draw the right pictures in the right order, you can command attention for a long time.

TAKEAWAY: Lead with the eye and the mind will follow. The longer you give your audience something interesting to look at, the longer they will give you their mind. If you want to engage your audience’s mind, show them people. If you want to engage their heart, show them themselves.

Show them where they fit into your idea. If you can make something look like a face, you’re guaranteed that people will see it. For a story to capture someone’s interest, it must have a hero, the hero must have a conflict, and that conflict must be a singular.

First, everyone loves to be part of a quest; second, the canon of great quests is small; and three, the first two rules have been true since the beginning of time.

What is your quest?

1. Trying to get back home

2. Striving to win the prize

3. Seeking to exact revenge for a previous humiliation

4. Fighting to slay the dragon

5. Working to be reborn as a better person

6. Laboring to climb the mountain

7. Searching for true love

To create your team’s mission patch, you will need two things: first, clarity of destination, and second, a picture to express it. As a leader, your number one job is to provide vision—and that requires a picture.

Getting yourself off your chair requires a decision, discipline, and habit. Getting someone else off their chair requires sales.

First, you create a simple picture that summarizes the problem and the common ground you share with your prospect. Then you change the picture to show the result; what things will look like when the problem is solved. Sure, the win isn’t guaranteed, but one thing is absolutely certain: If you can’t see what the after state might look like, you will never get there.

Sales is the art of getting someone to take a new action; a picture creates the ideal mind-meld. Learn to draw your prospect in by drawing your thoughts out.

To make sales magic, use the 75–25 rule: Draw 75 percent of your picture in advance and 25 percent during your pitch. Plan to Succeed, but Prepare to Fail

The ideal visual story contains these six pictures, presented in this order:

1. Who and what are involved. Open every teaching story with a visual summary of the people and things you are going to be talking about.

2. How many are involved. Next, provide a quantitative measure (or many measures) of the people or things. Changes in number (trends) are particularly revealing.

3. Where the pieces are located. Present a map illustrating the relative positions of these people or things according to geographical or conceptual coordinates.

4. When things occur. Next, show a timeline that illustrates the sequence in which these people or things interact, or the steps required to bring them into alignment.

5. How things impact each other. Provide a flowchart that adds cause-and-effect influences superimposed on any (or all) of your previous pictures; show the change and how you will achieve it.

6. Why this matters. Complete your visual story with a concluding visual equation that summarizes the keep learnings, takeaways, or action items triggered by the previous visual insights.

Training isn’t a time drain; training is a knowledge gain.