PowerPoint Presentation

makepurposehappen Taller de propsito para empresas y organizacionesmakeinnovationhappen ANTOINE ZERVUDACKI antoine@letsmake.co (+52) (1) 5540809382www.letsmake.co@Zervudacki

People dont buy what you do,

They buy why you do it

Simon Sinekmakeinnovationhappen

Simon Sinek Start with whymakeinnovationhappen

Por qu te despiertas la maana ? makeinnovationhappen Calentando motores.Ejercicio #1 - formato match pitch

Debe impactar, inspirar, ser original.

Debe inspirar no solamente a ti. Sino a todas tus audiencias (colaboradores, clientes, etc.)

Debe traer una visin de futuro. No solamente quedar en el presente. makeinnovationhappen UN PROPOSITO

REASONS TO EMBRACE A GREAT PURPOSE FOR YOUR BUSINESSmakeinnovationhappen 3

Because people crave for meaningful businessesmakeinnovationhappen REASON #1

makeinnovationhappen of brands can disappear and people dont care. 74%Havas Meaningful Brands Studies, 2015

makeinnovationhappen of consumers are making a point of finding out more about the companies that provide the products and services they buy. 62%Prosumers Report - Project Superbrand: 10 Truths Reshaping the Corporate World".Havas Worldwide, January 2016

makeinnovationhappen

MATCH WITH THE SMART CONSUMER ERA

makeinnovationhappen of consumers think its key for companies to express a vision of a better world. 72%Prosumers Report - Project Superbrand: 10 Truths Reshaping the Corporate World".Havas Worldwide, January 2016

Because you must inspire your people, community & collaboratorsmakeinnovationhappen REASON #2

Guy Kawasaki The Meaning of Meaningmakeinnovationhappen

makeinnovationhappen of millennials consumers believe that companies have a more important role than governments today in creating a better future.63%Prosumers Report - Project Superbrand: 10 Truths Reshaping the Corporate World".Havas Worldwide, January 2016

makeinnovationhappen

MILLENNIALS CRAVE FOR JOB THAT MEANS SOMETHING FOR THEM & FOR THE WORLD.

makeinnovationhappen of consumers think a clear set of values helps a company to attract and retain the best employees. 68%Prosumers Report - Project Superbrand: 10 Truths Reshaping the Corporate World".Havas Worldwide, January 2016

makeinnovationhappen Even the onion agrees

Because its the most efficient way to face the challenges of change & growthmakeinnovationhappen REASON #3

makeinnovationhappen of Prosumers agree that a clear set of values can help a company be more profitable.80%Prosumers Report - Project Superbrand: 10 Truths Reshaping the Corporate World".Havas Worldwide, January 2016

makeinnovationhappen VISIONCreating fun of playing for all ages and every member of family by breaking gaming boundaries

vs FUNCTIONNilver Nitrate

TO HAVE A VISION TO FACE CHANGE(OR NOT)

makeinnovationhappen LEGOS WHY

Inspire & develop the builders of tomorrow

PURPOSE APPROACHESmakeinnovationhappen 5

1. THE MARKETER APPROACHmakeinnovationhappen TAKE ADVANTAGE OF FUNDAMENTAL VALUES & BELIEFS TO CONQUEST YOUR CONSUMERS HEARTS

makeinnovationhappen VISIONEverything we do is to change the status quo.and be different vs FUNCTIONFunctionnal attibutes. facts, features and benefits about the computers.

makeinnovationhappen Diversity

EmpowermentSafety

HealthIrreverence

Happiness

Freedom

Beauty

Love

VALUE & BELIEFS MARKETING

Qu vende tu empresa ? makeinnovationhappen Ejercicio #2 - formato word pitch

NIKES WHY makeinnovationhappen

Every athletes inspiration

Nike + case makeinnovationhappen

AMAZONS WHY Unleash creativity with passion & bold betsmakeinnovationhappen

STARBUCKS WHYmakeinnovationhappen

Inspire & nurture the human spirit

2. THE CULTURAL TENSION APPROACHmakeinnovationhappen TURN A CULTURAL TENSION INTO YOUR BUSINESS CAUSE & POSITIONNING

Dove Real Beauty case makeinnovationhappen

Always Like a girl casemakeinnovationhappen

3. THE SOCIAL INNOVATION APPROACHmakeinnovationhappen SETTLE A SOCIAL CAUSE AT THE HEART OF YOUR BUSINESS MODEL AND MAKE IT A GREAT AND INSPIRING VISION FOR ALL YOUR AUDIENCES:

4Pmakeinnovationhappen 7P=+PlanetPeopleProfitVS THE 4P + CSR OLD EQUATION

makeinnovationhappen of consumers agree they are more likely to buy from a company that is doing good things for the world.74%Prosumers Report - Project Superbrand: 10 Truths Reshaping the Corporate World".Havas Worldwide, January 2016

Unilever NGO Programmakeinnovationhappen

Chivas Win the Right Waymakeinnovationhappen

4. THE GAME CHANGER APPROACHmakeinnovationhappen BREAK THE RULES OF A CATEGORY, RIGHT THE WRONG AND CASH IN ON THE DISRUPTOR POSITION

makeinnovationhappen

UBERS WHY Closer Cities

makeinnovationhappen

TESLAS WHY To accelerate the world's transition to sustainable transport

makeinnovationhappen

TEDS WHY Ideas worth spreading

5. THE B.H.A.G. APPROACHmakeinnovationhappen MAKE A BIG HAIRY AUDACIOUS GOAL THE STRATEGIC NORTH ALL YOUR ORGANIZATION MUST FACE

makeinnovationhappen NASAS BHAG

Land a man on the moon and return him safely to the earth."

If you're interested in more detail,thisblog post does a good job of describing them and includes examples of each. One caveat is that Ithink inspiration is a crucialcomponent, 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 numbersare almost never inspiring, especially if they're not evenyournumbers. No one wants to stay up late working "to earn enough money for the founder toafford a private jet." And however you word it, that's basically how every financial goal sounds to most stakeholders (even the founders).

The authorstouch on this issue briefly, but then they go on to praiseWalmart'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 coincidentallymet this goal, but I am extremely dubiousthat 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."

makeinnovationhappen HONDAS BHAG

Yamaha wo tsubusu! We will destroy Yamaha! (1970s)

If you're interested in more detail,thisblog post does a good job of describing them and includes examples of each. One caveat is that Ithink inspiration is a crucialcomponent, 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 numbersare almost never inspiring, especially if they're not evenyournumbers. No one wants to stay up late working "to earn enough money for the founder toafford a private jet." And however you word it, that's basically how every financial goal sounds to most stakeholders (even the founders).

The authorstouch on this issue briefly, but then they go on to praiseWalmart'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 coincidentallymet this goal, but I am extremely dubiousthat 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."

makeinnovationhappen GIROS BHAG

Become the Nike of the cycling industry. (!996)

If you're interested in more detail,thisblog post does a good job of describing them and includes examples of each. One caveat is that Ithink inspiration is a crucialcomponent, 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 numbersare almost never inspiring, especially if they're not evenyournumbers. No one wants to stay up late working "to earn enough money for the founder toafford a private jet." And however you word it, that's basically how every financial goal sounds to most stakeholders (even the founders).

The authorstouch on this issue briefly, but then they go on to praiseWalmart'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 coincidentallymet this goal, but I am extremely dubiousthat 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."

makeinnovationhappen MERCKS BHAG

Transform this company from a chemical manufacturer into one of the preeminent drug-making companies in the world (1930s)

If you're interested in more detail,thisblog post does a good job of describing them and includes examples of each. One caveat is that Ithink inspiration is a crucialcomponent, 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 numbersare almost never inspiring, especially if they're not evenyournumbers. No one wants to stay up late working "to earn enough money for the founder toafford a private jet." And however you word it, that's basically how every financial goal sounds to most stakeholders (even the founders).

The authorstouch on this issue briefly, but then they go on to praiseWalmart'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 coincidentallymet this goal, but I am extremely dubiousthat 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."

Para qu vino tu empresa al mundo ?makeinnovationhappen Ejercicio #3 - formato elevator pitch

makeinnovationhappen Audit yourself

If you're interested in more detail,thisblog post does a good job of describing them and includes examples of each. One caveat is that Ithink inspiration is a crucialcomponent, 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 numbersare almost never inspiring, especially if they're not evenyournumbers. No one wants to stay up late working "to earn enough money for the founder toafford a private jet." And however you word it, that's basically how every financial goal sounds to most stakeholders (even the founders).

The authorstouch on this issue briefly, but then they go on to praiseWalmart'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 coincidentallymet this goal, but I am extremely dubiousthat 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."

makeinnovationhappen Audit your people

If you're interested in more detail,thisblog post does a good job of describing them and includes examples of each. One caveat is that Ithink inspiration is a crucialcomponent, 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 numbersare almost never inspiring, especially if they're not evenyournumbers. No one wants to stay up late working "to earn enough money for the founder toafford a private jet." And however you word it, that's basically how every financial goal sounds to most stakeholders (even the founders).

The authorstouch on this issue briefly, but then they go on to praiseWalmart'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 coincidentallymet this goal, but I am extremely dubiousthat 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."

makeinnovationhappen Lions head attitude please!

If you're interested in more detail,thisblog post does a good job of describing them and includes examples of each. One caveat is that Ithink inspiration is a crucialcomponent, 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 numbersare almost never inspiring, especially if they're not evenyournumbers. No one wants to stay up late working "to earn enough money for the founder toafford a private jet." And however you word it, that's basically how every financial goal sounds to most stakeholders (even the founders).

The authorstouch on this issue briefly, but then they go on to praiseWalmart'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 coincidentallymet this goal, but I am extremely dubiousthat 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."

makeinnovationhappen Take off and land ideas.

If you're interested in more detail,thisblog post does a good job of describing them and includes examples of each. One caveat is that Ithink inspiration is a crucialcomponent, 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 numbersare almost never inspiring, especially if they're not evenyournumbers. No one wants to stay up late working "to earn enough money for the founder toafford a private jet." And however you word it, that's basically how every financial goal sounds to most stakeholders (even the founders).

The authorstouch on this issue briefly, but then they go on to praiseWalmart'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 coincidentallymet this goal, but I am extremely dubiousthat 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."

makeinnovationhappen Outside & Inside the Box

If you're interested in more detail,thisblog post does a good job of describing them and includes examples of each. One caveat is that Ithink inspiration is a crucialcomponent, 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 numbersare almost never inspiring, especially if they're not evenyournumbers. No one wants to stay up late working "to earn enough money for the founder toafford a private jet." And however you word it, that's basically how every financial goal sounds to most stakeholders (even the founders).

The authorstouch on this issue briefly, but then they go on to praiseWalmart'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 coincidentallymet this goal, but I am extremely dubiousthat 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."

makeinnovationhappen Reveal your golden nuggets

If you're interested in more detail,thisblog post does a good job of describing them and includes examples of each. One caveat is that Ithink inspiration is a crucialcomponent, 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 numbersare almost never inspiring, especially if they're not evenyournumbers. No one wants to stay up late working "to earn enough money for the founder toafford a private jet." And however you word it, that's basically how every financial goal sounds to most stakeholders (even the founders).

The authorstouch on this issue briefly, but then they go on to praiseWalmart'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 coincidentallymet this goal, but I am extremely dubiousthat 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."

makeinnovationhappen

Its 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 excitementabout! YOUR BIG WHY

If you're interested in more detail,thisblog post does a good job of describing them and includes examples of each. One caveat is that Ithink inspiration is a crucialcomponent, 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 numbersare almost never inspiring, especially if they're not evenyournumbers. No one wants to stay up late working "to earn enough money for the founder toafford a private jet." And however you word it, that's basically how every financial goal sounds to most stakeholders (even the founders).

The authorstouch on this issue briefly, but then they go on to praiseWalmart'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 coincidentallymet this goal, but I am extremely dubiousthat 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."

makeinnovationhappen

Remember. Every single word counts!

If you're interested in more detail,thisblog post does a good job of describing them and includes examples of each. One caveat is that Ithink inspiration is a crucialcomponent, 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 numbersare almost never inspiring, especially if they're not evenyournumbers. No one wants to stay up late working "to earn enough money for the founder toafford a private jet." And however you word it, that's basically how every financial goal sounds to most stakeholders (even the founders).

The authorstouch on this issue briefly, but then they go on to praiseWalmart'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 coincidentallymet this goal, but I am extremely dubiousthat 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."