Proposito de una empresa.
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Taller para descubrir el propósito superior, la misión, el mantra, el "why" de tu empresa. A través de ejercicios prácticos, de casos y mejores prácticas podrás descubrir para que vino tu empresa al mundo. Aprende más en letsmake.co
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Proposito de una empresa.
- 1. make purpose happen Taller de propósito para empresas y organizaciones make innovation happen® ANTOINE ZERVUDACKI antoine@letsmake.co (+52) (1) 5540809382 www.letsmake.co @Zervudacki
- 2. “People don´t buy what you do, They buy why you do it” Simon Sinek make innovation happen®
- 3. Simon Sinek – Start with why make innovation happen®
- 4. ¿ Por qué te despiertas la mañana ? make innovation happen® Calentando motores. Ejercicio #1 - formato “match pitch”
- 5. 1. Debe impactar, inspirar, ser original. 1. Debe inspirar no solamente a ti. Sino a todas tus audiencias (colaboradores, clientes, etc.) 2. Debe traer una visión de futuro. No solamente quedar en el presente. make innovation happen®UN PROPOSITO
- 6. REASONS TO EMBRACE A GREAT PURPOSE FOR YOUR BUSINESS make innovation happen®
- 7. Because people crave for meaningful businesses make innovation happen® REASON #1
- 8. make innovation happen® of brands can disappear and people don´t care. % Havas Meaningful Brands Studies, 2015
- 9. make innovation happen® of consumers are making a point of finding out more about the companies that provide the products and services they buy. % Prosumers Report - Project Superbrand: 10 Truths Reshaping the Corporate World". Havas Worldwide, January 2016
- 11. make innovation happen® of consumers think it´s key for companies to express a vision of a better world. % Prosumers Report - Project Superbrand: 10 Truths Reshaping the Corporate World". Havas Worldwide, January 2016
- 12. Because you must inspire your people, community & collaborators make innovation happen® REASON #2
- 13. Guy Kawasaki– The Meaning of Meaning make innovation happen®
- 14. make innovation happen® of millennials consumers believe that companies have a more important role than governments today in creating a better future. % Prosumers Report - Project Superbrand: 10 Truths Reshaping the Corporate World". Havas Worldwide, January 2016
- 15. make innovation happen®MILLENNIALS CRAVE FOR JOB THAT MEANS SOMETHING FOR THEM & FOR THE WORLD.
- 16. make innovation happen® of consumers think a clear set of values helps a company to attract and retain the best employees. % Prosumers Report - Project Superbrand: 10 Truths Reshaping the Corporate World". Havas Worldwide, January 2016
- 17. make innovation happen® Even the onion agrees…
- 18. Because it´s the most efficient way to face the challenges of change & growth make innovation happen® REASON #3
- 19. make innovation happen® of Prosumers agree that a clear set of values can help a company be more profitable. % Prosumers Report - Project Superbrand: 10 Truths Reshaping the Corporate World". Havas Worldwide, January 2016
- 20. make innovation happen® VISION “Creating fun of playing for all ages and every member of family by breaking gaming boundaries” vs FUNCTION “Nilver Nitrate” TO HAVE A VISION TO FACE CHANGE (OR NOT)
- 21. make innovation happen® LEGO´S WHY “Inspire & develop the builders of tomorrow”
- 23. 1. THE MARKETER APPROACH make innovation happen® TAKE ADVANTAGE OF FUNDAMENTAL VALUES & BELIEFS TO CONQUEST YOUR CONSUMERS´ HEARTS
- 24. make innovation happen® VISION “Everything we do is to change the status quo…. and be different” vs FUNCTION Functionnal attibutes. facts, features and benefits about the computers.
- 25. make innovation happen® DiversityEmpowerment Safety Health Irreverence Happiness Freedom Beauty Love VALUE & BELIEFS MARKETING
- 26. ¿ Qué vende tu empresa ? make innovation happen® Ejercicio #2 - formato “word pitch”
- 28. Nike + case make innovation happen®
- 29. AMAZON´S WHY ”Unleash creativity with passion &bold bets” make innovation happen®
- 30. STARBUCKS´ WHY make innovation happen® ”Inspire & nurture the human spirit”
- 31. 2. THE CULTURAL TENSION APPROACH make innovation happen® TURN A CULTURAL TENSION INTO YOUR BUSINESS CAUSE & POSITIONNING
- 32. Dove – Real Beauty case make innovation happen®
- 33. Always – Like a girl case make innovation happen®
- 34. 3. THE SOCIAL INNOVATION APPROACH make innovation happen® SETTLE A SOCIAL CAUSE AT THE HEART OF YOUR BUSINESS MODEL AND MAKE IT A GREAT AND INSPIRING VISION FOR ALL YOUR AUDIENCES:
- 35. 4P make innovation happen® = + Planet People ProfitVS THE “4P + CSR” OLD EQUATION
- 36. make innovation happen® of consumers agree they are more likely to buy from a company that is doing good things for the world. % Prosumers Report - Project Superbrand: 10 Truths Reshaping the Corporate World". Havas Worldwide, January 2016
- 37. Unilever – NGO Program make innovation happen®
- 38. Chivas – Win the Right Way make innovation happen®
- 39. 4. THE GAME CHANGER APPROACH make innovation happen® BREAK THE RULES OF A CATEGORY, RIGHT THE WRONG AND CASH IN ON THE DISRUPTOR POSITION
- 43. 5. THE B.H.A.G. APPROACH make innovation happen® MAKE A BIG HAIRY AUDACIOUS GOAL THE STRATEGIC NORTH ALL YOUR ORGANIZATION MUST FACE
- 48. ¿ Para qué vino tu empresa al mundo ? make innovation happen® Ejercicio #3 - formato “elevator pitch”
- 51. make innovation happen® Lion´s head attitude please!
- 52. make innovation happen® Take off and land ideas.
- 53. make innovation happen® Outside & Inside the Box
- 54. make innovation happen® Reveal your golden nuggets
- 55. make innovation happen® It´s inspirational. Not just for you as a founder, but for your future employees, partners, and customers. Beyond Profit It's not about your personal financial success or fame. It's not even about being a market leader or having a billion users or building a cool product. It's something that makes you want to get out of bed in the morning. It's big & impactful. It's something you could be dedicated to for decades and still feel excitement about! YOUR BIG WHY
Hinweis der Redaktion
- If you're interested in more detail, this blog post does a good job of describing them and includes examples of each. One caveat is that I think inspiration is a crucial component, and so I recommend being extremely careful, especially when choosing a Target Oriented goal. Many founders simply use some easily measurable metric--usually a financial one--as a goal. But numbers are almost never inspiring, especially if they're not even your numbers. No one wants to stay up late working "to earn enough money for the founder to afford a private jet." And however you word it, that's basically how every financial goal sounds to most stakeholders (even the founders). The authors touch on this issue briefly, but then they go on to praise Walmart's goal to become a $125B company by the year 2000 as an example of a great Target Oriented BHAG. I completely disagree. It's a horrible BHAG. Walmart may have coincidentally met this goal, but I am extremely dubious that the average Walmart employee was ever inspired to work any harder by imagining a $125B market cap for the boss's company. You can almost hear the internal dialogue of the cashiers. "Whatever; I'm still getting paid $5.15 an hour."
- If you're interested in more detail, this blog post does a good job of describing them and includes examples of each. One caveat is that I think inspiration is a crucial component, and so I recommend being extremely careful, especially when choosing a Target Oriented goal. Many founders simply use some easily measurable metric--usually a financial one--as a goal. But numbers are almost never inspiring, especially if they're not even your numbers. No one wants to stay up late working "to earn enough money for the founder to afford a private jet." And however you word it, that's basically how every financial goal sounds to most stakeholders (even the founders). The authors touch on this issue briefly, but then they go on to praise Walmart's goal to become a $125B company by the year 2000 as an example of a great Target Oriented BHAG. I completely disagree. It's a horrible BHAG. Walmart may have coincidentally met this goal, but I am extremely dubious that the average Walmart employee was ever inspired to work any harder by imagining a $125B market cap for the boss's company. You can almost hear the internal dialogue of the cashiers. "Whatever; I'm still getting paid $5.15 an hour."
- If you're interested in more detail, this blog post does a good job of describing them and includes examples of each. One caveat is that I think inspiration is a crucial component, and so I recommend being extremely careful, especially when choosing a Target Oriented goal. Many founders simply use some easily measurable metric--usually a financial one--as a goal. But numbers are almost never inspiring, especially if they're not even your numbers. No one wants to stay up late working "to earn enough money for the founder to afford a private jet." And however you word it, that's basically how every financial goal sounds to most stakeholders (even the founders). The authors touch on this issue briefly, but then they go on to praise Walmart's goal to become a $125B company by the year 2000 as an example of a great Target Oriented BHAG. I completely disagree. It's a horrible BHAG. Walmart may have coincidentally met this goal, but I am extremely dubious that the average Walmart employee was ever inspired to work any harder by imagining a $125B market cap for the boss's company. You can almost hear the internal dialogue of the cashiers. "Whatever; I'm still getting paid $5.15 an hour."
- If you're interested in more detail, this blog post does a good job of describing them and includes examples of each. One caveat is that I think inspiration is a crucial component, and so I recommend being extremely careful, especially when choosing a Target Oriented goal. Many founders simply use some easily measurable metric--usually a financial one--as a goal. But numbers are almost never inspiring, especially if they're not even your numbers. No one wants to stay up late working "to earn enough money for the founder to afford a private jet." And however you word it, that's basically how every financial goal sounds to most stakeholders (even the founders). The authors touch on this issue briefly, but then they go on to praise Walmart's goal to become a $125B company by the year 2000 as an example of a great Target Oriented BHAG. I completely disagree. It's a horrible BHAG. Walmart may have coincidentally met this goal, but I am extremely dubious that the average Walmart employee was ever inspired to work any harder by imagining a $125B market cap for the boss's company. You can almost hear the internal dialogue of the cashiers. "Whatever; I'm still getting paid $5.15 an hour."
- If you're interested in more detail, this blog post does a good job of describing them and includes examples of each. One caveat is that I think inspiration is a crucial component, and so I recommend being extremely careful, especially when choosing a Target Oriented goal. Many founders simply use some easily measurable metric--usually a financial one--as a goal. But numbers are almost never inspiring, especially if they're not even your numbers. No one wants to stay up late working "to earn enough money for the founder to afford a private jet." And however you word it, that's basically how every financial goal sounds to most stakeholders (even the founders). The authors touch on this issue briefly, but then they go on to praise Walmart's goal to become a $125B company by the year 2000 as an example of a great Target Oriented BHAG. I completely disagree. It's a horrible BHAG. Walmart may have coincidentally met this goal, but I am extremely dubious that the average Walmart employee was ever inspired to work any harder by imagining a $125B market cap for the boss's company. You can almost hear the internal dialogue of the cashiers. "Whatever; I'm still getting paid $5.15 an hour."
- If you're interested in more detail, this blog post does a good job of describing them and includes examples of each. One caveat is that I think inspiration is a crucial component, and so I recommend being extremely careful, especially when choosing a Target Oriented goal. Many founders simply use some easily measurable metric--usually a financial one--as a goal. But numbers are almost never inspiring, especially if they're not even your numbers. No one wants to stay up late working "to earn enough money for the founder to afford a private jet." And however you word it, that's basically how every financial goal sounds to most stakeholders (even the founders). The authors touch on this issue briefly, but then they go on to praise Walmart's goal to become a $125B company by the year 2000 as an example of a great Target Oriented BHAG. I completely disagree. It's a horrible BHAG. Walmart may have coincidentally met this goal, but I am extremely dubious that the average Walmart employee was ever inspired to work any harder by imagining a $125B market cap for the boss's company. You can almost hear the internal dialogue of the cashiers. "Whatever; I'm still getting paid $5.15 an hour."
- If you're interested in more detail, this blog post does a good job of describing them and includes examples of each. One caveat is that I think inspiration is a crucial component, and so I recommend being extremely careful, especially when choosing a Target Oriented goal. Many founders simply use some easily measurable metric--usually a financial one--as a goal. But numbers are almost never inspiring, especially if they're not even your numbers. No one wants to stay up late working "to earn enough money for the founder to afford a private jet." And however you word it, that's basically how every financial goal sounds to most stakeholders (even the founders). The authors touch on this issue briefly, but then they go on to praise Walmart's goal to become a $125B company by the year 2000 as an example of a great Target Oriented BHAG. I completely disagree. It's a horrible BHAG. Walmart may have coincidentally met this goal, but I am extremely dubious that the average Walmart employee was ever inspired to work any harder by imagining a $125B market cap for the boss's company. You can almost hear the internal dialogue of the cashiers. "Whatever; I'm still getting paid $5.15 an hour."
- If you're interested in more detail, this blog post does a good job of describing them and includes examples of each. One caveat is that I think inspiration is a crucial component, and so I recommend being extremely careful, especially when choosing a Target Oriented goal. Many founders simply use some easily measurable metric--usually a financial one--as a goal. But numbers are almost never inspiring, especially if they're not even your numbers. No one wants to stay up late working "to earn enough money for the founder to afford a private jet." And however you word it, that's basically how every financial goal sounds to most stakeholders (even the founders). The authors touch on this issue briefly, but then they go on to praise Walmart's goal to become a $125B company by the year 2000 as an example of a great Target Oriented BHAG. I completely disagree. It's a horrible BHAG. Walmart may have coincidentally met this goal, but I am extremely dubious that the average Walmart employee was ever inspired to work any harder by imagining a $125B market cap for the boss's company. You can almost hear the internal dialogue of the cashiers. "Whatever; I'm still getting paid $5.15 an hour."
- If you're interested in more detail, this blog post does a good job of describing them and includes examples of each. One caveat is that I think inspiration is a crucial component, and so I recommend being extremely careful, especially when choosing a Target Oriented goal. Many founders simply use some easily measurable metric--usually a financial one--as a goal. But numbers are almost never inspiring, especially if they're not even your numbers. No one wants to stay up late working "to earn enough money for the founder to afford a private jet." And however you word it, that's basically how every financial goal sounds to most stakeholders (even the founders). The authors touch on this issue briefly, but then they go on to praise Walmart's goal to become a $125B company by the year 2000 as an example of a great Target Oriented BHAG. I completely disagree. It's a horrible BHAG. Walmart may have coincidentally met this goal, but I am extremely dubious that the average Walmart employee was ever inspired to work any harder by imagining a $125B market cap for the boss's company. You can almost hear the internal dialogue of the cashiers. "Whatever; I'm still getting paid $5.15 an hour."
- If you're interested in more detail, this blog post does a good job of describing them and includes examples of each. One caveat is that I think inspiration is a crucial component, and so I recommend being extremely careful, especially when choosing a Target Oriented goal. Many founders simply use some easily measurable metric--usually a financial one--as a goal. But numbers are almost never inspiring, especially if they're not even your numbers. No one wants to stay up late working "to earn enough money for the founder to afford a private jet." And however you word it, that's basically how every financial goal sounds to most stakeholders (even the founders). The authors touch on this issue briefly, but then they go on to praise Walmart's goal to become a $125B company by the year 2000 as an example of a great Target Oriented BHAG. I completely disagree. It's a horrible BHAG. Walmart may have coincidentally met this goal, but I am extremely dubious that the average Walmart employee was ever inspired to work any harder by imagining a $125B market cap for the boss's company. You can almost hear the internal dialogue of the cashiers. "Whatever; I'm still getting paid $5.15 an hour."
- If you're interested in more detail, this blog post does a good job of describing them and includes examples of each. One caveat is that I think inspiration is a crucial component, and so I recommend being extremely careful, especially when choosing a Target Oriented goal. Many founders simply use some easily measurable metric--usually a financial one--as a goal. But numbers are almost never inspiring, especially if they're not even your numbers. No one wants to stay up late working "to earn enough money for the founder to afford a private jet." And however you word it, that's basically how every financial goal sounds to most stakeholders (even the founders). The authors touch on this issue briefly, but then they go on to praise Walmart's goal to become a $125B company by the year 2000 as an example of a great Target Oriented BHAG. I completely disagree. It's a horrible BHAG. Walmart may have coincidentally met this goal, but I am extremely dubious that the average Walmart employee was ever inspired to work any harder by imagining a $125B market cap for the boss's company. You can almost hear the internal dialogue of the cashiers. "Whatever; I'm still getting paid $5.15 an hour."
- If you're interested in more detail, this blog post does a good job of describing them and includes examples of each. One caveat is that I think inspiration is a crucial component, and so I recommend being extremely careful, especially when choosing a Target Oriented goal. Many founders simply use some easily measurable metric--usually a financial one--as a goal. But numbers are almost never inspiring, especially if they're not even your numbers. No one wants to stay up late working "to earn enough money for the founder to afford a private jet." And however you word it, that's basically how every financial goal sounds to most stakeholders (even the founders). The authors touch on this issue briefly, but then they go on to praise Walmart's goal to become a $125B company by the year 2000 as an example of a great Target Oriented BHAG. I completely disagree. It's a horrible BHAG. Walmart may have coincidentally met this goal, but I am extremely dubious that the average Walmart employee was ever inspired to work any harder by imagining a $125B market cap for the boss's company. You can almost hear the internal dialogue of the cashiers. "Whatever; I'm still getting paid $5.15 an hour."