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Big Think Strategy: How to Leverage Bold Ideas and Leave by Bernd H. Schmitt

By Bernd H. Schmitt

Enterprise leaders desire daring suggestions to stick proper and win. Schmitt exhibits the way to deliver daring considering into what you are promoting through sourcing substantial principles and executing them creatively.

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Think backward. You list all the ideas you have generated in step 2. Many of them will be quite unusual and removed from the way you do business now. After all, they are responses to macro developments several years into the future. They must be changed to be actionable today. So now you must think backward. What would be milder versions of these ideas? What would be today's versions of them? What must we do now to make these ideas realities in the future? Make sure that the ideas, even when taken into the present, are still new, innovative, and bold.

I had to think for a moment. "I guess since I was a little boy. " JEJU ISLAND, SOUTH KOREA I am riding in a car with Hae-Sun Lee, managing director of AmorePacific Corporation. The company has two strictly separate businesses: skin care and cosmetics, and tea. " This question seemed bizarre to him. However, Lee is a creative executive and always open to trying new things. As he pulls out his notebook, I point out that nowadays customers are very interested in the antioxidant powers of green tea and other natural ingredients.

The notion is as follows. After you have immersed yourself in the problem, for a while nothing seems to happen. However, you are already incubating the idea; the idea is already inside you but has not yet reached your consciousness. -and there it is: the creative idea. For a corporate decision maker committed to Big Think, it is those two phases that seem most mysterious. The preparation (fact collection) and the verification phases (testing and checking) you do all the time, or you delegate them to others.

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