Age 72 going on 45

Growing old gracefully.

When you are young, you look up to your seniors. Is it not more important to be a fit 72-year old as opposed to a 45-year old carrying carrying excess plastic? No matter how good your surgeon, it always shows.

Somehow.

Brainstorming via networks

Using global networks to collabrate an international team enables you to work virtually non-stop to develop a project. But getting such a multi-cultural team involved, requires cultural understanding between the members and exploitation of the members' strengths. This would also imply that while one team rests the other continues.

Inspired by Ricoh

Skoda going global - Coming to Indonesia?

Could Skoda be given the opportunity to enter the challenging automobile market in Indonesia?

Skoda - The new Eurapean People's Car

Due to it's unrelenting focus on building better cars at bargain-basement prices the Skoda brand has reached new heights globally. The brand now stands at the top of quality surveys in Europe in the company of both Honda and Lexus. Due to this quality push Skoda now outperforms even Toyota as one of Europe's fastest growing car brands.

Since the Skodas share a lot of parts and technology with the VW's they could be presented here in Indonesia as a budget VW with models being planned for as low as US$ 7000. This of course could be very much helped with the construction of a Skoda plant in Indonesia, to attain tax credit giving it a shot at penetrating the high-volume budget car segment.

All of this would be a great challenge for the branding effort of Skoda for the Indonesian market, as the brand is virtually unknown in the country. By using a creative, dynamic approach based on its heritage an technology significant penetration could be achieved. VW here is not seen as the people's car as it's name proclaims, but as a luxury brand. Skoda could be the new People's Car of European descent.

The Law of Attraction

Analyzing the law of attraction from a creative business development point-of view is the logical next step after reading "The Secret",
http://www.thesecret.tv

This follows from the statement that we attract what we think. That one should start thinking creatively about what to think. And... at the same time we should be careful about what we wish (or think), as it may come true.
For this reason it is of ultimate importance that we direct our thoughts (wishes, actions) in a positive constructive way towards the goals we set ourselves, despite the negative feedback we may receive at times.

Following this, it is vital not to get too focused on our competition, since the resulting solutions will tend to end up being just variations of more of the same, lacking any serious creative lateral thinking.
In short : A COPY

Sirk.kx@gmail.com
ideasirkus

Specialization - Generalism

If breakthrough insights are at the intersection of ideas, concepts and cultures, it will be generalists - those so-called dabblers and experts of nothing - who find them, who connect them with the specialists that need them, who shape organizations in ways that embrace them, and who sheperd into existence the ideas that will indeed change our world for the better.

Inspired, divergent, lateral thinking is the secret factor for
organizations and individuals that live and work in the realm of ideas. Generalists hold the key to our increasingly specialized world.

Quoted from http://www.creativegeneralist.com

MBWA - Managing By Wandering Around

When Bob Waterman and Tom Peters wrote "In Search of Excellence" in
1982, business was "by the numbers"-and the Americans were struggling
(to put it mildly) wity uyuyuuyuuuh hands on, tactile stuff, like
Japanese quality.

Then, at Hewlett Packard, we were introduced to the famed "HP Way," the
centerpiece of which was in-touch management. HP had a term for this …
MBWA. (Managing By Wandering Around.) They fell immediate in love. Not
only was the idea per se important and cool, but it symbolized
everything they were coming to cherish-enterprises where bosses-leaders
were in immediate touch with and emotionally attached to workers,
customers, the product. The idea is as important or more important in
fast-paced 2007 as it was in 1982.

Tom Peters

Marketing is a battle of perceptions

Tales From The Marketing Wars
The Law Of Perception

Still, many people think marketing is a battle of products. In the long
run, they figure, the best product will win. Thus, Mr. Nardelli's Six
Sigma push.

Marketing people are preoccupied with doing research and "getting the
facts." They analyze the situation to make sure that truth is on their
side. Then they sail confidently into the marketing arena, secure in the
knowledge that they have the best product and ultimately the best
product will win.

It's an illusion. There is no objective reality. There are no facts, no best products. All that exists in the world of marketing are perceptions in the minds of the customer or prospect. The perception is the reality.

Everything else is an illusion.

Jack Trout 01.16.07, 6:00 AM ET

Click here to read the article on Forbes.com..

To seek out ‘zero risk’ is to commit to doing nothing

The Designer's Approach to Risk

Taking bold risks does not feel safe.
But to seek out 'zero risk' is to commit to doing nothing.

How does one move ahead and create growth in such an environment? There is a better way. We applied the design process to this challenge, and set out to understand how designers approach risk.

What we found is very encouraging. In the world of 'design thinking', acknowledging risk is the first step toward taking action, and with action comes insight, evidence, and real options. To increase their odds of innovating routinely and successfully, today's organizations need to learn to live with risk the way designers do.

We've found that this traditional, negative definition doesn't exist in the lexicon of most designers. For them, risk isn't a measure of 'the downside'; instead, it is a measure of upside and opportunity. If the risk isn't great enough, designers might well ask themselves, "why bother?"

Insight #1: Designers don't seek to mitigate risk. They embrace it, even amplify it.

Speaking to a set of experiences gleaned from hundreds of client engagements, he summed up how designers approach risk: "For a designer, trying is more coveted than success. The real risk isn't failing, it is not trying." Trying is a statement of optimism, and a person, a team, or even an entire company grows more by acting than by standing still.

Insight #2: Designers take risks to learn.

All of this might sound scary to someone who practices 'business-as-usual'. Designers aren't hooked on adrenaline: they are hooked on learning, and embracing and amplifying risk is a way to learn. The more you try, the more you learn; and the more you learn, the greater the likelihood that you can design a new and better experience for a user.

Insight #3: Designers embrace risk, but their process of thinking mitigates it.

Design thinking uniquely combines conscious risk taking with structured risk mitigation. This is a fascinating paradox: designers embrace risk, but the way they think mitigates it. Each of the three behavioral building blocks of design thinking—empathy, prototyping, and storytelling—serves to simultaneously embrace and mitigate risk.

Design thinking uniquely combines conscious risk taking with structured risk mitigation. This is a fascinating paradox: designers embrace risk, but the way they think mitigates it. Each of the three behavioral building blocks of design thinking—empathy, prototyping, and storytelling—serves to simultaneously embrace and mitigate risk.

Click this link to read the story at Business week

Is Creative Thinking Important?

Original posting by Bram (in Indonesian)

Judul di atas adalah pertanyaan yang menggelitik untuk kita. Secara spontan, kita pasti akan menjawab bahwa kreatifitas adalah hal yang penting, namun harus kita akui juga bahwa sejak di bangku sekolah, kretifitas kurang mendapatkan porsi yang memadai, kecuali di sekolah-sekolah berkelas yang mahal, dimana para pelajar dan siswa banyak diberikan kebebasan berpikir dan berkreasi. Dan sejak kita lulus dari pendidikan lalu mulai masuk ke dunia kerja, jarang sekali kreatifitas dan inovasi digunakan dalam bekerja, kecuali untuk bidang-bidang kerja yang memang membutuhkan kreatifitas. Sebagian besar dunia kerja justru menuntut skill, pengalaman dan loyalitas. Dan jika kenyataannya seperti itu, apakah kita masih menganggap bahwa kreatifitas adalah penting? Sementara di negara-negara maju seperti Jepang, kultur dan budaya untuk berpikir secara kreatif dan inovatif telah ditanamkan sejak lahir terus menerus, bahkan juga selama dalam kandungan, dan mungkin itulah sebabnya mengapa orang Jepang mempunyai disiplin diri yang tinggi, dan juga tingkat inovasi dan kreatifitas yang sangat tinggi. Pertanyaan selanjutnya adalah, bagaimana dengan Indonesia, mengapa di negara yang kita cintai ini kreatifitas kelihatannya kurang berkembang?

Masyarakat umum mempunyai persepsi tertentu tentang perlunya berpikir kreatif dan inovatif. Persepsi-persepsi tersebut adalah sebagai berikut:

Diposting oleh Bram

To read the full article click this link :

"BERPIKIRLAH!"

"The Right Plan Is to Have No Plan"

By Tom Peters

The above is the Gospel of No Gospel as pronounced by economist William Easterly in his masterly book, The White Man's Burden: Why the West's Efforts to Aid the Rest Have Done So Much Ill and So Little Good.

As I prepared for my recent Kenya trip and seminar, I "read in" as usual. One eye-popping article was an Easterly piece, "The Ideology of Development," in Foreign Policy magazine (July/August 2007). Easterly argues that "Development" is at least as dangerous an ideology as communism and fascism, which is quite an assertion. "Development," he writes, "promises a comprehensive final answer to all of society's problems, from poverty and illiteracy to violence and despotic rulers. It shares the common ideological characteristic of suggesting there is only one correct answer, and it tolerates little dissent." Easterly blasts, among others, the likes of Jeffrey Sachs and, indirectly, Bono.

The deal is this—and I am drawn to it because it mirrors exactly my own half-century journey and rant: Namely "planners," especially "master planners," more or less believe that the plan is the thing—and that the messy process of implementation on the ground will take care of itself if The Plan is "right." (Reminiscent of Iraq, eh?) In The White Man's Burden, Easterly describes "planners" and "searchers." While planners treat the plan as holy writ, searchers live by rapid trial and error and learn through constant experimentation and adjustment. To wit:

"In foreign aid, Planners announce good intentions but don't motivate anyone to carry them out; Searchers find things that work and get some reward. Planners raise expectations but take no responsibility for meeting them; Searchers accept responsibility for their actions. Planners determine what to supply; Searchers find out what is in demand. Planners apply global blueprints; Searchers adapt to local conditions. Planners at the top lack knowledge of the bottom; Searchers find out what the reality is at the bottom. ... A Planner thinks he already knows the answers; he thinks of poverty as a technical engineering problem that his answers will solve. A Searcher admits he doesn't know the answers in advance; he believes that poverty is a complicated tangle of political, social, historical, institutional and technological factors; a Searcher hopes to find answers to individual problems only by trial and error experimentation. A Planner believes outsiders know enough to impose solutions; a Searcher believes only insiders have enough knowledge to find solutions, and that most solutions must be homegrown."

For me, Easterly's book is a genuine "page-turner." As I said, it confirms a half century plus set of biases. My "ideology"—my only ideology—is unabashedly rapid fire trial and error. (Bob Waterman and I labeled this "a bias for action," our first of Eight Basics that were the centerpiece of In Search of Excellence. Our conclusion was that business's #1 problem was, "Too much talk, too little do." As the pace of change has accelerated, the problem has only gotten worse.)

I lay my biases out as best I can in Part Two ("Innovate. Or die.") of my Master presentation—which I am linking once again to this Post. A small sample therefrom:

"Some people look for things that went wrong and try to fix them. I look for things that went right, and try to build off them."—Bob Stone, head of Al Gore's surprisingly successful program to "re-invent government," which consisted of mostly low visibility, high impact experiments that Stone et al. spread via what we now call "viral marketing."

"Somewhere in your organization, groups of people are already doing things differently and better. To create lasting change, find these areas of positive deviance and fan the flames." —Richard Pascale & Jerry Sternin, "Your Company's Secret Change Agents," Harvard Business Review

"We made mistakes, of course. Most of them were omissions we didn't think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today. While our competitors are still sucking their thumbs trying to make the design perfect, we're already on prototype version #5. By the time our rivals are ready with wires and screws, we are on version #10. It gets back to planning versus acting: We act from day one; others plan how to plan—for months."—Bloomberg by Bloomberg, Mike Bloomberg's business saga

William Easterly, Mike Bloomberg, and I pretty much agree, to quote Easterly: "The Right Plan Is to Have No Plan."

I urge you to try the book—it is indeed important, especially if we wish to see all the newfound attention to Africa actually lead to real progress. Like Easterly, I think we are mostly on the wrong path.

(My other "bible" for "all this" is Henry Mintzberg's The Rise and Fall of Strategic Planning.)

(Speaking of Africa, and my recent trip there to, you'll see a blurry picture of a pissed-off leopard above—presumably you can figure out why it's blurry.)

Posted by Tom Peters

Romance and... a story

"People who buy a Porche or Mini buy a story" The proplem is there are too
many people making affordable, boring cars.

Create romance, with design and.. a story"

Embrace the new technologies

Embrace the new technologies with child-like enthusiasm and a revolutionary's zeal

Not your father's health care establishment:
"Our entire facility is digital. No paper, no film, no medical records. Nothing. And it's all integrated—from the lab to X-ray to records to physician order entry. Patients don't have to wait for anything.The information from the physician's office is in registration and vice versa.The referring physician is immediately sent an email telling him his patient has shown up. ... It's wireless in-house. We have 800 notebook computers that are wireless. Physicians can walk around with a computer that's preprogrammed. If the physician wants, we'll go out and wire their house so they can sit on the couch and connect to the network.They can review a chart from 100 miles away."

—David Veillette, CEO, Indiana Heart Hospital, from HealthLeaders

Nothing less than an appetite for dramatic overthrow of 250 years of Industrial Revolution enterprise structures wil do. It's that simple—and that profound.

Tom Peters' "A Baker's Dozen"

Motivation

Most of us would not disagree that the main asset of almost any company is people. But the important question is: "How do you make this asset beneficial for the people themselves and the organiza­tion to which they belong?" This is a great challenge that has caused many a CEO to lose his or her footing.

Carlos Ghosn feels that the first important step is to get the people motivated. They should dream of adventure, the vision thing, the destination and all that they want to realize with their lives. When speaking, Ghosn likes to quote the words of Antoine de Saint­-Exupery, the French pilot and poet who once wrote: "If you want to build a ship, don't drum up the people to collect wood and don't assign them tasks and work, but rather teach them to long for the endless immensity of the sea." It is, after all, the workers who must build the ship and the employees who must carry out the necessary changes within an organization to make it profitable. And how do you do it? You do it through motivation. The people must be moti­vated. They must perceive clearly their visions of what they want to realize for their family, town, company or country. They need to know what they should do today and tomorrow to make their dreams a reality. But motivation, like trust, is not something you can com­mand. It is a very personal response that people offer ... or don't. If people are motivated, everything else will follow: wealth, sales, profits and loyalty. If they are not motivated, then you lose everything. An organization can have the most brilliant strategy but if its employees are unable or unwilling to understand the strategy, then can we say the strategy is good?

In practice, how does one motivate a large workforce? People need to have a sense of participation. Like the stonecutters, if they

feel that they are doing enough to get by, then you have not moti­vated them. During the Nissan Revival Plan, motivating the entire workforce involved sharing the vision, building credibility, listening and showing trust. Most importantly, management could not falter or compromise. Ghosn knows that you must lead by example, no matter how difficult the decisions you must make. He knows that words are cheap, and though people may listen politely to what you say, what counts is what you do. Perhaps more than any other corporate leader today, Ghosn has seen that one can accomplish many things that are difficult or that people say cannot be done, as long as one holds the minds and hearts of people to inspire them to go the extra mile.

But motivation works both ways. Ghosn has always given credit for past successes to the employees of the companies where he has worked. He may have been the leader but he never would have been as successful as he has been without having been supported, helped and motivated by his employees.

Ghosn believes that management's first priority is to establish a clear vision and a common long-term plan for the organization. A clear vision will determine strategies, guide action plans, direct performance and boost the motivation of all the people involved. Focused performance will produce measurable, positive results, which, in turn, encourage motivation, confirm unity of purpose, and prompt better performance.

Here are three ideas that Ghosn likes to remind himself and the people who work with him.

• When people are motivated to perform, they can achieve remark­able things.

• Great people are just ordinary people with an extraordinary amount of determination.

• When ordinary people are determined to overcome their difficulties and prove what they can do, the results can indeed be great.

"There is no secret formula for corporate revival, but
there is one common denominator, the motivation of
the people."

Creativity and marketing

By Sirk Verelst

Life is a sequence of events. Some positive, some negative. The good are to be enjoyed, the "bad" form the essence of the lessons of life. Each and everyone of them contains a pearl of wisdom on how to make things better. These unfortunate incidents are either caused by our actions, decisions, or they are due to circumstances beyond our control. Through these experiences, we learn to deal with and anticipate possibilies. Using available resources, personal experience and the wisdom of others combined with creative thinking , a strategy can be formulated.

Creative problem solving is to be everyone's responsibility. As opposed to leaving the creative up to an outside agency, all parties at every level need to be involved. By making them part of the process, an innovative approach can be achieved. Starting from product development, through production to after-sales service, bringing the product closer to the needs and expectations of the end-user.

Traditionally, creativity is only involved at both ends of the product cycle, conception and promotion. The designer starts by translating the brief into a product. After completion, promotion and marketing take the final product, place it into a context and present it to the prospective buyer. To make the creative an integral part of the business cycle, it needs to be involved at every stage. The product ecosystem needs to integrate an inquisitive frame of mind at every stage. The perceived insignificant components and participants need to be subject to introspection. The existence of the product as well as every member of the team need to have his/her contribution questioned. In this way the final result as well as the process can be optimized yielding a maximum level of satisfaction to all, not only an increase of the absolute, but more importantly the perceived value of the product. The latter being far more important.

Click here for Related ideas (Businessweek)..

Branding Non-profits

In this day and age, non-profit organisations like charities, trade associations, special interest groups, and clubs can ill afford to ignore branding. To reach a critical sized audience and membership, you need systems and processes to be in place. You need to also market your organisation for it to gain greater clout and reach so that it can better achieve its purpose. Just passion alone would not cut it.

Branding Insider, one of my favourite references for branding thoughts, highlighted 7 points of branding non-profit organisations. Here are the key lessons:

Tor read the rest of the story Click :
http://coolinsights.blogspot.com/

The Brand Called You

No matter what you're doing today, there are four things you've got to measure yourself against.

First, you've got to be a great teammate and a supportive colleague.
Second, you've got to be an exceptional expert at something that has real value.
Third, you've got to be a broad-gauged visionary -- a leader, a teacher, a farsighted "imagineer."
Fourth, you've got to be a businessperson -- you've got to be obsessed with pragmatic outcomes.

It's this simple: You are a brand. You are in charge of your brand. There is no single path to success. And there is no one right way to create the brand called You. Except this: Start today. Or else.

Quoted from Tom Peters

To read the full article go to :
http://www.fastcompany.com/magazine/10/brandyou.html

Innovation and Dumb Questions

Innovation is a low-odds business—and luck sure helps. If you believe that success does owe a lot to luck, and that luck in turn owes a lot to getting in the way of unexpected opportunities, you need not throw up your hands in despair.

One way to finding creative solutions is by asking questions. Better yet, ask dumb questions.

"How come computer commands all come from keyboards?"

Somebody asked that one first; hence,

the mouse.

You'll be surprised at the insights you can get to.

Learning how to Sell

"He had done nothing to sell me on his business,

yet

he had given me the most powerful sales pitch of my life. Because his sole concern had been my welfare and the success of my business."

-Jim Penman, on learning how to sell
(Quoted from Tom Peters)

Tom Peter's Success Tip #69 : Do Unto Others

The goal of EVERY action, EVERY meeting, EVERY project:

MAKE OTHERS SUCCESSFUL!

Can you honestly say that the questions you asked at the very last meeting you attended were...directly & unequivocally...about making others successful?
(As opposed, say, to protecting your department's turf...or your own turf.)
Considering your next meeting, work assidiously on other's success. Evaluate each comment-suggestion you make in that direct light.

Consider this advice in the exact terms it is stated:

I EXIST TO MAKE OTHERS SUCCESSFUL...AND THIS IDEA ANIMATES MY EVERY WEE & AND GRAND ACTIVITY.

The glory of falling

In business, you reward people for taking risks.
When it doesn't work out you promote them-because they were willing to try new things.

If people tell me they skied all day and never fell down,

I tell them to try a different mountain."

— Tom Peters quoting Michael Bloomberg

Why do I love Freaks?

1. Because when anything interesting happens...it was a FREAK who did it
(period)

2. FREAKS are fun. (Freaks are also a pain.) Freaks are never boring.

3. We need FREAKS. Especially in feaky times. (Hint: These are freaky
times, for you & me &the CIA & the army & Avon.)

4. A critical mass of FREAKS-IN-OUR-MIDST automatically make us-who
are-not-so-freaky at least somewhat more freaky. (Which is a Good Thing in
freaky times - see immidiately above.)

5. FREAKS are the only (ONLY) ones who succeed - as in, make it into the
history books.

6. FREAKS keep us from falling into ruts. (If we listen to them.) (We
seldom listen to them.) (Which is why most organizations are in ruts. Make
that chasm.)

Quoted from Tom Peters

COMPETITORS

"The best swordsman in the world doesn't need to fear the second best swordsman in the world;

no,

the person for him to be afraid of is some ignorant antagonist who has never had a sword in his hand before;
he doesn't do the thing he ought to do,
and
so the expert isn't prepared for him; he does the thing he ought not to do and often it catches the expert out and ends him on the spot."

—Mark Twain, quoted by Tom Peters

Punishment/reward

Reward excelent failures,

Punish mediocre successes

www.tompeters.com

Success - A definition

SUCCESS means never letting the competition define you,

instead...

you have to define yourself based on a point of view you care deeply about.

Tom Chappell

Re-imagine tomorow's organizations

I decided a couple of years ago that organizations were... NOT WHAT THEY HAD BEEN. They were not "enterprises to do dull stuff as we'd always known." They were... AND I'M KEEN ON THIS... Itinerant Potential Machines. That is, enterprises that will... RE-FORM THEMSELVES...to do...WHATEVER IS NECESSARY... WHENEVER.

Here's what I wrote :

TALENT POOL TO DIE FOR. Youthful! Insanely energetic! Value creativity! Risk taking is routine! Failing is normal if you're STRETCHING! Want to "make thei bones" in "THE REVOLUTION." WELL REWARDED! Don't plan to hang around for 10 years! (Let alone 20.)

TALENT POOL PLUS.

Seek out and work with WORLD'S BEST/NO LESS as needed. (It's usually needed!) "We aim to change the world , and we need gifted colleagues - who well may not be/probably will not be on our payroll."

"Don't be affraid to make mistakes"

BRASSY-BUT-GROUNDED-LEADERSHIP I.

Say "I don't know"...and then Unleash the TALENT! have a vision to be DRAMATICALLY DIFFERENT! Don't expect the Company to be around forever! We'll scrap Pet Projects...and change course 180 degrees...and take a big write-off in the process: NO REGRETS FROM SCREW-UPS WHOSE TIME HAS NOT YET COME; GREAT REGRETS AT TIME AND $$$ WASTED ON "ME-TOO" PRODUCTS!

BRASSY-BUT-GROUNDED LEADERSHIP II

"Visionary" leaders matched by Leader with shrewd business sense. "HOW DO WE TURN A PROFIT ON THIS GORGEOUS IDEA?" Apreciate "market creation" as much as or more than "market share growth." ARE INSANELY AWARE THAT MARKET LEADERS ARE ALWAYS IN PRECARIOUS POSITIONS. ANS THAT MARKET SHARE WILL NOT PROTECT US IN TODAY'S VOLATILE WORLD FROM THE NEXT "KILLER IDEA, KILLER ENTREPRENEUR."

Quoted from www.tompeter.com

"The way they do things"

ALLIANCE MANIACS : Don't assume that the best lies within. "Work with a shifting array of state-of-the-art-partners.

TECHNOLOGY-NETWORKS-FANATICS

Run the whole company and relations with all outsiders. On the internet... at internet speed. Reluctant with those who don't share this vision.

POTENTIAL-MACHINES-ORGANISMS

Don't know what's coming next! But are ready to jump at any opportunity. Especially those which turn "The Way We Have Done Things Here" on its head.

Quoted from www.tompeter.com

Profesional Service Firm (a.k.a. PSF)

The idea here is simple. AND (I think) PROFOUND:

1. "We" - ALL- "need to figure out something else to do"

2. We...MUST ADD INCREDIBLE VALUE. (period)

3. We must be...PREPARED TO POUNCE.

4. We must be ...ITINERANT POTENTIAL MACHINES...SUPER-PSF's.

(Professional Service Firm)

That's it. (PSF = Everything)

Quoted from www.tompeter.com

In business, Forget Formulas

"Business success formula literature" in numerous books published by bestselling authors claim to have isolated the promised land of outstanding performance. Such books naturally appeal to managers who are constantly on the lookout for a way to deliver great results. Yet for all their appeal, for all their attractive words and inspiring promises, they are deeply mistaken. Wise managers should see these blueprints and formulas for what they are: At best, they provide comfort and inspiration by repeating commonsense bromides. At worst, they can be dangerous, diverting managers' attention from the real nature of competition, which invariably involves probabilities under uncertainties.

Click here to download the full story from "Change this"

For more articles check : www.changethis.com

Old postings

For old postings to my blog please click my picture

THE BRAND (The Story!)

(The Dream!) (The Love!)

It All Adds Up to … THE BRAND. (The Story!)

In the end, it is all about CHARACTER!

Futurist Rolph Jensen, head of the Copenhagen Institute for Future Studies, puts it more oceanically: “We are in the twilight of a society based on data. As information and intelligence become the domain of computers, society will place more value on the one human ability that cannot be automated : emotion. Imagination, myth, ritual—the language of emotion—will affect everything from our purchasing decisions to how we work with others. Companies will thrive on the basis of their stories and myths. Companies will need to understand that their products are less important than their stories.”

Mr. Jensen, has a point

“WHAT’S THE DREAM?” When Kevin Roberts took over as Big Boss at Saatchi & Saatchi, he had a dream: Nothing is impossible. To be revered as a hothouse for world-changing creative Ideas that transform our clients’ brands, Businesses, and Reputations.

Quoted from : Tom Peters