Opportunity-driven Business Development:
Fast Company
Fast Thinking
Understanding the Primary Drivers of Change and Spotting Opportunities
By Vadim Kotelnikov, Founder, Ten3 BUSINESS e-COACH, 1000ventures.com
"In the new economy, there are only two kinds of companies: THE QUICK and THE DEAD."
Fast Thinking: Four Special Skills You Need to Master1
Anticipating the future – expecting, being aware of something in advance, regarding as possible
Spotting trends before others
Letting best ideas win through establishing a conducive corporate environment
Assessing the potential of new ideas accurately and quickly
Discover much more in the full version of Ten3 Business e-Coach
Selecting Best Ideas
Establishing Guiding Principles
80/20 Principle
6 Thinking Hats
Creativity
Creativity Management
Brainstorming
Idea Management
Entrepreneurial Creativity
Creative Leadershi
Discovering Opportunities
Leading Innovation
New Product Development
Observing Disruptive People
Case Studies
Charles Schwab
Warren Buffett
Dell Computers
How To Think Faster Than Your Competition
To be able to think fast, you need to "understand the primary drivers of change, work at staying plugged in, constantly search for new combinations, and work on developing a sense of heightened perception."1
The fastest companies in the world think fast because of their ability to:
anticipate
spot trends
create environment that does let the best idea – regardless of origin – win
assess accurately and quickly the potential of new ideas.1
The difference between success or failure in business could be just one idea. Idea management system and process can help your company make innovation a discipline. They can help make the hunt for new possibilities each and every department's business, as well as involve broader and more enthusiastic participation among managers and employees... More
Ask Searching Questions
Don't ask one or two questions and then rush straight towards a solution. With an incomplete understanding of the problem it is very easy to jump to wrong conclusions.
Ask open-ended searching questions that elicit a wide rage of answers:
'Why' questions to discover the roots of the problem
'How' questions to discover different routes to significant improvement.
Case in Point Lessons from Jack Welch
To Jack Welch, the legendary former CEO of General Electric, new ideas are the lifeblood of business. "The operative assumption today is that someone, somewhere, has a better idea; and the operative compulsion is to find out who has that better idea, learn it, and put it into action – fast."
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Bibliography:
"It's Not the Big that Eat the Small... It's the Fast that Eat the Slow", Jason Jennings and Laurence Haughton, 2000
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We invented Business e-Coaching in 2001
Today, we have customers in 100+ countries!
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Inventor, Author & Founder – Vadim Kotelnikov
© Vadim Kotelnikov, GIVIS