Be Different or be dead

December 3, 2012

Why constant practice really isn’t the way for perfect results

Source: Unsplash

Why constant practice really isn’t the way for perfect results.

The implication is that if you repeat something often enough, striving for incremental improvements with each iteration, you will eventually get to a point where no further improvements can be made.

And ’perfect’ is achieved.

It might make sense if the outcome is produced from a well understood number of inputs. If a formula can be applied to predict the results.

If you want to consistently win at blackjack you need to understand and play on the basis of probability theory.

If a surgeon wants to successfully remove a tumour they must follow accepted surgical procedures, and the more they accurately conform to the procedures the more ‘perfect’ they become.

But what if you are looking for a creative outcome that is like no other; one that is different from what others are doing?

What if you want to capture the imagination of people?

▪️ A ‘painting’ that makes them cry?

▪️ A serving moment that leaves customers ‘gaspworthy’?

▪️ A policy that is intended to capture the hearts of people and show the humanity of the organization?

▪️ A product that meets the exact needs on a person and blows their mind?

Practice doesn’t make you perfect. It makes you conform to a prescribed set of rules.

Achieving best practices won’t make you noteworthy. Your only claim to fame is that you lead the herd. But still in the herd nevertheless.

Want to be perfect? Don’t try!

Don’t practice. Don’t fit-in.

Ignore what others are doing. Start something. Anything that creates value for people. Non-conform. Step out.

Create a beginning. Be an artist for others to follow.

Cheers,
Roy
Check out my BE DiFFERENT or be dead Book Series

• Posted 12.3.12 at 10:57 am by Roy Osing
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October 22, 2012

Why the ‘ONLY Statement’ is the best way to express your competitive advantage

Source: Pexels

Why the ‘ONLY Statement’ is the best way to express your competitive advantage.

The most challenging task in today’s world of aggressive and hyper competition is to carve out a competitive position for your organization that clearly separates you from the competitive herd.

Something that makes you relevant, compelling and special to the people you choose to serve.

Something that leaves them breathless every time they do business with you. That captures their undying devotion to you forever.

Today, the herd runs rampant over the economic landscape.

Marketing in the herd is lazy and unimaginative. Incremental product feature creep is the main strategy that tries to distinguish one organization from another.

Price is used to create the illusion of separation.

None of these tactics work.

Unclear value is communicated to the market and consumers are left to their own devices to determine who is capable of uniquely satisfying their wants and expectations.

Unfortunately, when value is not clear, people buy on price and everyone in the market ends up on a race to the bottom.

What’s the solution? How does a business create a unique competitive claim?

Stop copying ‘best of breed’ and ‘best in class’.

Decide that you will be the ONLY one who does something and claim your distinctiveness by creating your ONLY Statement.

The ONLY is simple, practical and effective.

It goes like this: “We are the ONLY ones that…”

If you can make this claim, you are well on your way to distinguishing yourself from the malaise of copiers, followers, and invisible herd members in the market today.

The ONLY Statement must follow these rules:

✔️ It must be about value which is relevant to your customers. It’s not about the product or service you provide; it’s about the set of benefits it creates (experiences, happiness, joy, fun, memories) for your fans. Don’t push products; communicate unique and compelling Value.

✔️ It must be specific. Avoid aspirational words like “best”, “greatest”, “premium”, or “number one”. These claims are not only difficult to prove, they also are constantly used by everyone else. A break- away ONLY is needed to distance yourself from this type of positioning.

✔️ It can never use price as an element of the claim. If you have to talk about price, you don’t have a competitive position.

✔️ It must be brief. ONLY is not a narrative. It is a concise expression of what makes you distinctive.

St John Ambulance in Vancouver: “St John Ambulance is the ONLY First Aid Advocate that provides safety solutions anywhere, anytime.” is a good example to consider.

Before proclaiming your ONLY to the world, test it to ensure it is both relevant (it addresses something your fans care about) and believable (it is true). Ask a group of your customers and employees. They will be delighted you asked for their help.

Finally, be patient. You probably won’t nail your ONLY the first time. Get it “just about right”, test it and start executing. Learn how it resonates in the market. Make adjustments as you go.

You will know you are in the right path when your competition notice what you are up to and try the ONLY themselves.

Nothing is forever. If you’re not constantly renewing yourself to be different, you’re dead (or soon will be).

Cheers,
Roy
Check out my BE DiFFERENT or be dead Book Series

• Posted 10.22.12 at 09:50 am by Roy Osing
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August 20, 2012

Why the surprising purpose of a business is not to make a profit

Source: Unsplash

Why the surprising purpose of a business is not to make a profit.

What’s the end game in your business plan?

Some say to generate a profit, but I think that’s a bit short sighted.

Others say to acquire and hold customers, which gets closer to what I believe the correct answer is.

In my experience, successful organizations are amazing at creating these ‘strategic responses’ to what they do:

Uniqueness
Distinction
Remarkabity
Gaspworthiness
Indispensability
Memorability
Unforgettability
Authenticity
Joy
Happiness
Trust

These represent the end game of the standout organizations.

They will result in loyal customers and, yes, a profitable undertaking in the long run.

What business are you in?

If you didn’t mention one of the above, give the question some more thought.

Cheers,
Roy
Check out my BE DiFFERENT or be dead Book Series

• Posted 8.20.12 at 09:16 am by Roy Osing
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August 6, 2012

3 important reasons your business plan needs a ‘strategy hawk’

Source: Unsplash

3 important reasons your business plan needs a ‘strategy hawk’.

The true success of any business plan lies not in it’s intent but rather in it’s execution

Give me a strategy that is just about right that I can flawlessly execute over a pristine one that can’t be executed any day.

Execution is forever drawing the short straw; there are entire departments charged with developing strategy; it’s about time execution gets a fair shake.

So who owns execution?

Generally since many functions share in the responsibility to execute the plan it rests with an executive team. But it needs a specific owner.

It needs single finger accountability to ensure that it gets done. Shared responsibility, however noble, is simply not up to the task.

You need a voice for execution — the strategy hawk — in an organization to ride herd on execution.

To monitor progress. To kick ass when things are not proceeding as planned.

Someone who has currency in your organization. Who is tenacious. Who has a high pain tolerance.

Here are 3 reasons you need the hawk:

◾️Your progress towards your strategic goals won’t be as effective without the role.
Execution requires a pusher. No pusher, little progress, as everyone regresses back to business as usual rather than focusing on the new journey.

◾️You will waste tons of money due to mis-aligned activities and false starts.
The hawk ensures synergy among all the projects and activity going on. Keeps everyone on the same page. Dissipated energy is avoided.

◾️Your competitive position will erode as others who choose to have a hawk role will eat your lunch.
Lack of execution precision allows your competitors a window to attack you and win business from you. And they will.

The job description of the hawk looks has these essential elements:

— Follows up on commitments made by people to deliver components of the strategic plan;

— Questions and determines the reasons for any results that fall short of expectations;

— Reports on the status of the execution of the plan to the leadership team;

— Challenges project owners to understand why commitments are missed;

— Pushes for actions that remedy missed execution milestones;

— Encourages, harasses, cajoles and nurtures people on how to fulfil their obligations to the plan;

— Doesn’t accept any other responsibility than the above; there is no higher priority than executing the strategic plan.

Not a role for the faint-of-heart!

Strategies get executed because there is someone with fire in the belly who is constantly in the faces of the deliverers

It doesn’t happen naturally. People are too busy?

Accept this reality and appoint your hawk to ensure your strategy gets executed. Dedicate your hawk to the task.

Give them no other responsibilities. Pay them only on how effectively they perform this role and achieve plan progress.

Pay them handsomely when they succeed. Honour them among their peers.

Cheers,
Roy
Check out my BE DiFFERENT or be dead Book Series

• Posted 8.6.12 at 10:49 am by Roy Osing
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