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Generating Great Ideas

Success begins with a daring idea. What’s yours and how are you developing it?

Greg Fisher




I recently watched an interview with Bono, the lead singer of U2, during which he said that one of the ways of being remarkable is to conceive and sell ideas. He described compelling ideas as “currency” and said that “there is nothing as powerful as an idea whose time has come”. What he was saying has huge implications for business. Many great businesses have compelling ideas at their core. Apple is built on the idea that technology can be beautiful and sexy. Discovery Health is built on the notion that people who take care of their health should be rewarded. has at it its core the belief that anyone can fly and have fun while doing so. Nokia is about reliable simplicity.

What is the idea behind your business?

Is it exciting, energising and engaging? Are you able to effectively share this idea with others? Jack Welch, Time magazine’s Manager of the 20th Century, was a master at defining and selling ideas. The key to his leadership success was that he chose and stuck to a few big ideas in his 20-year reign as CEO of General Electric. Some of his big ideas included “be one or two in your market or get out”; “act as a boundaryless organisation”; “drive high quality and super efficiency through six sigma”; “create value through services”; and “streamline operations using e-business”. When he got stuck on an idea he was like a bull terrier. He would sell, push, describe, measure and reinforce that idea at every possible opportunity. Most of his ideas lasted for at least three years, creating a clear set of priorities for the tens of thousands of people employed by GE at the time.

Are you selling a clearly defined idea from within your business?

Defining the core idea behind your business can provide your business with a sense of purpose and direction. Take some time to articulate the core idea behind your business. For some this is easy; for others it can take weeks of contemplation and deep thought. I know an entrepreneur who recently started a training company. Over coffee I asked him: “What’s the exciting idea at the core of your business?” After about 15 unsuccessful attempts to articulate the idea at the core of his business he realised that if he wanted to get his employees aligned with the business and his customers excited by his offering, he needed to be clearer about that core idea.

Do you have a story around your idea?

A good story is one of the most meaningful delivery mechanisms for a compelling idea. The institution where I work has thrived on the story of a maverick management educator receiving an endowment from a successful South African businessman and going out and building a brand new business school from the ground up.  The story encapsulates issues of innovation, partnership and impact, all concepts at the heart of the GIBS brand.

One of the reasons so many people love Virgin is because of the hugely popular Branson autobiography Losing my Virginity. The book tells the story behind the company and the brand, bringing it to life with tales of grand plans, crazy stunts, and incredible risk taking.

The entrepreneurial NGO Starfish focuses on children orphaned by HIV/Aids. The organisation is only a few years old and has a relatively small number of employees, but it has a strong brand and a big reach because it is built on a compelling idea linked to a moving story. The organisation borrowed its name from the parable about an old man who is walking along the beach when he sees a human figure dancing in the distance. As he approaches, he sees that it’s a young woman and she is not dancing but reaching down to the sand, picking up starfish and very gently throwing them back into the ocean. He asks her why she is doing this. She replies that because the sun is up and the tide is going out, if they are not thrown back they will die. The sceptical old man points out that there are miles of beach and thousands of starfish; he questions how she could possibly make a difference. The young woman listens politely, pauses and then bends down, picks up another starfish and throws it into the sea, past the breaking waves, saying: “It made a difference for that one!” Powerful ideas linked to compelling stories spread like wild fire.

As you define and refine the idea behind your business, aim to craft a story that goes with that idea. Take note of the interesting events and interactions that illustrate the idea behind your business. Build them into a story that can be used to describe what you are about.

Do you stick with an idea long enough for it to take effect and permeate the hearts and minds of your clients and employees?

Many people have ideas, but few people hold onto them long enough for them to take effect and have an impact. Sticking with an idea for a sustained period of time is what gives it power. So many business owners start off with energy, vision and deep passion for what their business is about and what it could become. Unfortunately as the demands of business management take their toll, the original idea loses its flair and is mislaid among the paper work and admin of running a business.

But entrepreneurs who make it big know how to keep a vision alive. They remind employees and customers what the business is really about at every opportunity and they do not allow their original idea to be swayed by popular management theory or the latest business bestseller.

So do you have a big idea behind your business, is it compelling, are you selling it at every opportunity? Does your idea break the bounds of conformity? Does it challenge the status quo? Entrepreneurs who are successful over the long-term are the ones who embrace, expose and give life to an idea whose time has come.

Four Steps To A Great Idea

  • Start by defining the idea. Is it great? Is it exciting and original? Is it possible to share your idea with others and watch their eyes light up? An idea needs to capture peoples’ imaginations.
  • Define the core idea behind your business in order to provide the business with a sense of purpose and direction. Ideas give life to a company and propel it forward.
  • Everyone loves a good story – what is the story behind your idea? The point of the story is to bring the idea to life through the power of persuasive narrative.
  • Hold onto your idea for as long as it takes for it to have an effect on others and to carve a niche for itself in the hearts and minds of your employees and customers.

Greg Fisher, PhD, is an Assistant Professor in the Management & Entrepreneurship Department at the Kelley School of Business, Indiana University. He teaches courses on Strategy, Entrepreneurship, and Turnaround Management. He has a PhD in Strategy and Entrepreneurship from the Foster School of Business at the University of Washington in Seattle and an MBA from the Gordon Institute of Business Science (GIBS). He is also a visiting lecturer at GIBS.


Innovate For Change – Think Like A Social Entrepreneur

Why consider the social entrepreneurship model?

Nation Builder




Social entrepreneurship is an exciting business arena that finds new, sustainable business solutions to long-standing problems. Social entrepreneurs see social challenges (such as poverty, homelessness, poor infrastructure or lack of quality education) as an opportunity for change.

This approach brings together the best that business practices offer and blends it with the best that civil society offers (a social mission, broader stakeholders involvement and the engagement of the community). By generating income from business activities and reinvesting its profits back into driving its mission, this approach generates both social value and economic value simultaneously.

Why consider the social entrepreneurship model?

1. Seeing social challenges as opportunities

South Africa’s social and structural challenges, from our poor ranking in health and education to the high level of unemployment, provide a myriad of opportunities for entrepreneurs that are willing to roll up their sleeves and work to build a better future.

The recent winner of the recent Nation Builder Social Innovation Challenge, Lungi Tyali, is a great example of this mindset.

Across Africa, there is a dire lack of provision for the electrification needs of the majority of the population, especially in rural communities. In South Africa, at present, there are 3.4-million households without a formal, metered electricity supply; 2.2-million in formal and 1.2-million in informal households. Lungi Tyali is the CEO of Solar Turtle who, with her business partner, James van der Walt, created a solar energy solution for rural and off-grid areas. Solar Turtle provides a solar-powered kiosk in a container that serves as a hub for renewable electricity. During the day, the solar panels are open to collect sunlight and at night they are enclosed and locked securely into the container.

Related: How To Be A Social Entrepreneur

2. Social entrepreneurship has low barriers to entry

Many of the most successful social enterprises start off small with an enterprising individual seeing an opportunity in their local community and building from this small beginning. There is no prerequisite for a university degree of formal training. Growing social enterprises can thus also offer employment opportunities to unskilled workers and youth without experience, addressing South Africa’s high level of unemployment.

One such story is that of Nonhlanhla Joye, the founder and facilitator of Umgibe Farming, Organics and Training Institute. Ma’ Joye, was diagnosed with cancer in 2014 and as a result, could not work to provide food for her family. She decided to grow organic vegetables in her backyard to feed her family. Unfortunately, the chickens ate all her vegetables and she had to come up with a solution.

She innovated a growing system using plastic bags. Before long Ma Joye was teaching other community members to use her growing system. A platform was born where poor communities started growing vegetables to feed themselves and collectively sell their surplus produce.

3. Corporate Social Investment, with purpose

Social enterprises also offer individuals and companies the opportunity to invest in lasting social change. Unlike traditional philanthropy, the impact of social enterprises has the potential to be much more lasting by directly providing affordable social goods and services, as well as employment opportunities.

Nation Builder, for example, is a platform* that brings like-minded businesses and civil society together in order to learn from each other and partner together for the greatest possible impact through wise and responsible social investing.

Related: Miss Teen Social Entrepreneur SA Is Making Its Mark

4. Personal actualisation

Perhaps the most rewarding advantage of being a social entrepreneur is the impact you can have on society, but this model also offers several personal benefits:

  • working to solve issues you care about
  • freedom to explore and create innovative solutions that can inspire change
  • the opportunity to turn passion into profit
  • working as your own boss.

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Having The Perfect Product Isn’t Enough To Keep You In Business

The odds of the small business surviving aren’t stacked in its favour. It’s more likely to fail than succeed. That’s the bitter truth. However, once it’s able to shake off the niggling teething problems, watch it as it unfolds from a pupa to a beautiful butterfly.

Matthew Mordi




There is a small bakery operates in my neighbourhood. It bakes bread; no cakes or other confectionaries. The best home-made bread that has your palates yearning for more. This is in sharp contrast with the bread produced by bigger bakeries. They also supply bread to the neighbourhood.

The bigger bakeries operate a model that is largely automated to the point that they lose a very important ingredient beyond flour, yeast and whatever goes into making bread. They lack the personal touch that gives it the home-made feel. This is why the neighbourhood bakery is preferred despite being pricier.

The small bakery isn’t without its flaws; avoidable flaws that may, sadly, sink the business. My view is more on the certainty of the demise of the business as observers would’ve noticed a slow yet steady decline in the output of the business. These flaws aren’t unique to the bakery, several other small businesses have share the same flaws.

Why would a customer who is willing to pay more for a product suddenly cease patronising the business. What other factor apart from higher price, in the absence of a drop in purchasing power, would make a customer buy bread of supposed inferior quality from the competition.

A couple of years ago when I moved to the neighbourhood the business was doing great. Even during a biting recession the shelves were always stacked with freshly baked bread of different varieties. Despite the excellent product on display, there was an unsatisfactory trend in the operation of the business.

For one, the sales personnel are rude. Having the right staff is necessary to grow any business, but when this very fundamental issue isn’t gotten right it will be fatal to the business. After all for how long would customers put up with poor service delivery in the face of stiff competition from bigger rivals.

Small business owners must realise that proper training of staff is as important as sourcing for capital and shouldn’t be overlooked as the survival of the business also rests on it. Bigger businesses in this regard always come out tops in comparison with their smaller counterparts.

Related: Why Small Businesses Are Unable To Pay Staff Salaries

Annually, big businesses spend billions of dollars on staff training for the simple recognition of the fact that having disgruntled customers, on account of poor service by personnel, is dangerous for business. Despite their size, big businesses tend to understand better the importance of the single customer. Also, how the discontent of a few customers can translate into poor sales which is detrimental to the business.

The mindset of a small business shouldn’t be different. Investing in staff shouldn’t be treated with levity to ensure the business not only stays afloat, but also grow it. Growing a business is in itself tough work, small business owners shouldn’t make it tougher by providing terrible service.

The neighbourhood bakery lacks this important feature and it’s been responsible for the steady decline in sales. I didn’t know the poor service rendered by the attendants had attained much notoriety until I was having a conversation with a group of individuals at a religious gathering and the issue came up. It’s a sad realisation.

For financial reasons small businesses aren’t known for recruiting the best personnel. Most employ the services of family members. While there is nothing wrong with this, it’s important to ensure such person is the best fit for the business. Employing family members may lead to a myriad of problems for the business. Therefore it will be in the best interest of the business not to employ an incompetent family member than have him ruin the business. This is a risky way of running the business.

The feeling of the customer towards the goods or services businesses provide is key to its success or failure. This is because customers can have the most unbiased assessment of the business rather than management and staff. Despite the poor service the bakery openly had on display, no one seemed to have bothered complaining to the owner of the business. So it may seem.

It will be in the best interest of a small business owner to leave an open channel for feedbacks from customers. This isn’t the case with the bakery and some other businesses face this challenge too which may lead to further problems.

The inability to provide an avenue for customers to channel their complaint to the proper individual creates a problem of inaccessibility. Accessibility happens to be an area of strength for small businesses because of their size. In larger businesses, despite creating channels for complaints there is usually no personal relationship between the owners and their customers. This is an area a small business shouldn’t be found wanting.

One would imagine that as a small business, the owner of the bakery should be easily accessible to interact with customers to in order to obtain feedbacks pertaining service and staff performance. This isn’t the case as the business clearly takes this important factor for granted. A lot of customers don’t know the owner of the bakery despite patronising it for years.

On paper the size of small businesses translates to easy accessibility. A closer look will reveal that the owners of small businesses tend to take a lot of things for granted. They fail to realise that they have to be consciously open to the idea and cultivate the habit of seeking feedbacks from customers. A small scale business has to maximise its potential for dynamism and flexibility. If it can’t take advantage of its unique qualities then it’s doomed.

There has been a reduction in the variety of bread baked and in addition to this is the equal reduction in the amount of bread on display generally. From observation it’s clear that patronage has taking a massive hit.

It’s painful witnessing the slow demise of a business with a good product due to its own failures. Having the perfect product won’t on its own keep the small business in business. The odds of the small business surviving aren’t stacked in its favour. It’s more likely to fail than succeed. That’s the bitter truth. However, once it’s able to shake off the niggling teething problems, watch it as it unfolds from a pupa to a beautiful butterfly.

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Company Posts

Customers Are The Heart Of Innovative Businesses

Keep your customer at the heart of your business.

Viga Interactive




One of the main reasons start-ups fail is because they don’t create solutions that meet their customers’ needs. Failure is avoidable. Businesses that understand their customers feelings, challenges, expectations and motivations make themselves indispensable in highly competitive markets because they recognise that true innovation is led by customer insight.

An incredible example of a business that believes in innovation driven by insight is Netflix. They revolutionised the way people watch video content by listening to their customer’s needs. You’ve probably heard the story before: after paying a $40 overdue DVD fee, Reed Hastings co-founded Netflix. He was simply too busy to return his DVD. He recognised that this experience wasn’t exclusive to him, but that it was a problem that many people faced. He saw a gap in the market for receiving and returning videos more effectively, and that is how the $150 billion business was born.

If your start-up doesn’t fulfil a human need, then you’re setting yourself up for failure. It’s not enough to have a cool idea. Ask yourself, “What is the market need behind the offering?” and then test ways of delivering your offering in the most user-friendly manner. Talk to your consumers, understand their likes and dislikes and establish your business purpose before haphazardly allocating funds to R&D.

Related: How Netflix Is Now Disrupting The Film Industry By Embracing Short-Term Chaos

You can’t go from being a California based DVD-by-mail provider, to becoming the world’s largest online video streaming service without a business plan. It’s important to recognise the step-by-step process of success. Netflix didn’t go from delivering DVD’s to pouring capital into the production of video content within six months. That sort of development would have bankrupt the company almost immediately. It took 21 years for the business to become content creators.

  • In 1999, the company became a subscription service because they found that customers preferred paying a monthly fee rather than making a once off purchase.
  • Then, in 2009, the company used investor capital to expand their DVD collection because their clients wanted a larger selection of movies.
  • In 2010, the business expanded internationally because they saw a gap in the market across various countries.
  • Finally, in 2013, Netflix created its first original content series because customers craved fascinating content beyond the overused Hollywood archetype.

The point is: Progress didn’t happen overnight. The business had to set goals and objectives. They then had to fund their growth by presenting market opportunities, backed by customer insights, to their investors. Establish your start-up one step at a time and make sure every progression isn’t innovation for innovations sake – it must be inspired by a human need.

13-reasons-whyNetflix was founded by a computer scientist and a marketing director. While one partner focused on Netflix’ service development, the other focused on sales. Since the company’s origin, collaboration and balance have been the cornerstones of the business’ success.

Netflix is currently composed of a diverse team of tech-professionals and designers. They understand the importance of combining technology and design to offer customer-inspired user-experiences.

After conducting consumer research, Netflix discovered that series and movie artwork influences viewing decisions by 82%. This has resulted in the creation of more descriptive and provocative designs. Netflix is known for leveraging human-behaviour to revolutionise their service offering.

As an entrepreneur, you can increase your ROI by partnering with the experts that understand human-based innovation.

Keep your customer at the heart of your business.

Related: What These 5 Digital KPIs Say About Your Business

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