Bringing in new points of view

One of the practical realities of expanding thinking is that you will need to listen to new and different points of view to uncover new territory. Whether having a conversation with an industry authority, reading more widely and/or attending a trade conference, it is imperative that you are open to a different message.

In practice, this could mean bringing together thought leaders or experts in a business process, organizing a monthly breakfast for some industry observers or planting a devil s advocate in a debate. It could also involve holding research interviews with customers, clients or colleagues before proceeding with action. Such a mobilization of wisdom is vital in today s business world.

During the past fifteen years , I have been lucky to be part of many ground-breaking business processes which have stretched the imagination of their people. For example, at Coca-Cola, during a strategic planning launch, we invited a major customer to come in and share what they liked and disliked about the current service. This input helped put the whole change process into context. On numerous occasions, with other businesses, I have asked teams to undertake field research before attending a planning meeting. Such preparation can make a world of difference to the end result.

Goran Carstedt, a past senior manager in IKEA Europe, tells the story of how he often hovered around the car park outside his retail outlets to discover customer reactions and needs. In other businesses, key people are sent into different marketplaces , countries and regions to discover how they can deliver better service. I know from personal experience that better senior executives make it their business to find the time to listen to their front-line staff, customers, suppliers and other stakeholders as often as possible.

So what do you do if this premise of bringing in new points of view and expanding your thinking is a whole new skill? Why not follow this simple method suggested by Brendan Hall, a leading authority on elearning in the USA. He suggests the following five-step process:

• Photocopy a yearly calendar for the next five years.

• Spend three hours with pen and paper in a nature-filled or a soulful place and speculate about the future.

• Interview five internal customers about their views.

• Interview five vendors , suppliers or customers.

• Set up a think tank with others to create alternative scenarios for the future. (I find working breakfasts or lunches are great.)