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Take Your Biggest Problem…and Skip It

In order to see invisible opportunities and solve seemingly impossible problems, one of my favorite strategies is Problem Skipping. Every business has problems—some larger than others. Often when trying to “fix” a tough problem, the company gets even more mired in the challenge and can’t get past the roadblock.

Should I Stake My Claim in the App World Now?

If you look at the types of apps currently available in the app stores, you can see that most of the companies developing apps are focused more on the present than the future as they design their apps. The majority are creating simplistic and basic apps that don’t take into account a broader set of present and future needs and that certainly aren’t designed as enterprise level apps.

Continuously De-Commoditize

Look at every product and service you have and ask, “Why is this item a commodity?” Then ask, “What can we do to make it different?” For example, look at the features and functions of your products, how things are housed, how convenient the product or service is, what the customer experience is like, how something is processed or made, etc.

Follow Trends To Decommoditize Your Product

Pay close attention to the trends going on in your industry and with your customers. Based on current trends happening, what future trends can you identify? If you can accurately pinpoint where your industry or customers will be in the next few months or years (or what your customers will want), you can de-commoditize your offering and get that business.

Make Your Commodities Stand Out

No matter what industry you’re in, chances are you have a few products or services in your line that are commodities. From food and beverage items to household products to daily services, commodities are everywhere and make bottom line profits harder and harder to attain.

Take a Moment To Understand How Technology Is Affecting Your Customers

Look at how technology is affecting your customers in your industry right now. But don’t just look at productivity. Look at the overall customer experience as well as who is buying your offerings.

Listen To Your Documents

A new scanner can turn any document into an audio document quickly and easily. Called BookReader, it scans books, magazines, or other documents, and then employs character recognition and text-to-speech software to play it back on your computer or portable audio device with an exceptionally human-like voice.

Bioethanol From Trees

A Japanese paper manufacturer has come up with a low-cost method to use the parts of a tree that are not usable for making paper (i.e. bark, branches, and leaves) and turn them into bioethanol. The technology would not only make use of 30 percent of the tree that is currently discarded or used as fertilizer, but would also reduce the need to divert crops from the food supply for making biofuels.

Saliva Test For Heart Attacks

Timely diagnosis of a heart attack is the first and most important step toward initiating appropriate treatment. Currently, an accurate assessment involves multiple laboratory tests, which are time consuming and require multiple blood samples. Now a new lab-on-a-chip allows clinicians to diagnose a cardiac event quickly and easily using a simple saliva test.

The New Handheld Ultrasound

GE recently unveiled a handheld ultrasound machine called the Vscan. The device opens similar to a flip phone revealing a small screen on the top half and a circular button pad on the bottom half. An attached wand is used to generate an internal organ or fetal scan.

Plug Into Your Future By Unplugging from the Present (Part II)

The key to becoming an opportunity manager is to have the discipline to unplug from the present at least once per week and instead plug into the future. Last month, I shared two steps on how to solve tomorrow’s problems before they occur and see the new opportunities change can bring. This month, I have two additional steps you can take to move the ball forward and watch your success grow.

Plug into Your Future by Unplugging from the Present

What if there were a way to predict the challenges your organization will face and stop them from ever happening? Short of having a reliable crystal ball, most people believe such a concept is impossible. In reality, you can solve tomorrow’s problems today – you simply need to give yourself time to do so.

The fact is that in today’s marketplace, change is coming at us fast…and it’s only getting faster. That means organizations will be facing more problems than ever before. One thing we know for sure is that most problems or changes come from the outside in – external factors impact the organization. This causes people to react, crisis manage, and continually put out fires.

Solving The Real Problem

Last month, I discussed the importance of making sure that the problem you are trying to solve is the correct problem. As we all painfully know, the media has been filled with stories about whether the government should spend billions of dollars to bail the big three automakers out of their financial problems. The problem for GM, Chrysler, and soon Ford, is that they are running out of money and may be forced into bankruptcy.

The problem for the U.S. economy and our government is that if we don’t spend billions to bailout the automakers, millions of autoworkers, not to mention car dealers and auto parts suppliers, will lose their jobs. That will cause more unemployment, less tax revenue to our troubled states, more foreclosures, and the list goes on and on.

THE REAL PROBLEM
This billion-dollar bailout solution our government has been considering does not solve the real problem! The real problem is that people are not buying cars. If people were buying cars, the automakers would have the money they need to continue to operate. Giving billions of dollars to the automakers will not dramatically increase car sales. They will still have to close plants and layoff millions of workers because their cars are not selling.

Why have car sales for the big three declined so dramatically? After all, other manufacturers (such as Toyota) have not asked for a bailout, they have been hiring and planning to open new plants.

For 2007 and the majority of 2008, the answer to poor sales was high fuel costs and a lack of fuel-efficient vehicles to choose from. As the credit crisis hit and the word recession entered the news, declining fuel costs were not enough to bring buyers back to the big three. And for people wanting a new car, getting a loan has now become a major new barrier for all automakers. Giving the big three money will not solve the credit crisis, it won’t make loans easier to get, it won’t give them economical, fuel-efficient cars to sell for quite some time, and it will not make people feel the economy has improved.

If the government did feel it was important to save the millions of jobs the auto industry represents, we should ask ourselves: What would it take to increase car sales?

One answer would be for the government to provide a $5,000 to $10,000 subsidy, depending on the price of the car, to anyone wanting to buy a new car. This would stimulate car sales, keep autoworkers at their jobs, stop plants from being closed, provide needed revenue to the manufacturers, increase confidence in lending money to the manufacturers, and keep the car dealers and parts suppliers employed. In addition, this would make car loans smaller and easier to obtain.

Another answer would be to require banks that are receiving Federal bail out money to use a portion of that money to make loans for qualified buyers. We have already found out that giving banks billions of dollars with no requirements will not ease the credit crisis.

These are just a few ideas. The key is to make sure we are solving the correct problem.



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