This is a collection of LinkedIn pictures that I used in my LinkedIn post. There are around 60 in total.

1. BRANOPS
Operations
(Experiments/Campaigns)
Branding
(Shared Value/Experiences)

2. Decide Experiment Outcome
A Decision is the Creation of an Experiment

3. Change Does Not Happen Without Changing Structure
Picture credit: Manu Cornet www.bonkersworld.net
Once a structure exists, energy moves through that structure by the path of least resistance.
In other words, energy moves where it is easiest for it to go.” - Robert Fritz Quotes (Author of The Path of Least Resistance)
Conway's law is an adage stating that organizations design
systems that mirror their own communication structure.
Team Architecture is more than just
changing the color.

4. Nobody Cares,
Work Harder
What can startups learn from
Lamar Jackson?

5. Influencers
Platforms
CustomersProspects
Partners
Messages
What’s Your
Big Six?

6. Comfort Zone
Find purpose
and live dreams
Set new goals
Conquer objectives
Extend your comfort zone
Deal with challenges and problems
Affected by other’s
opinions
Find excuses
Lack self confidence
Growth ZoneLearning ZoneFear Zone
The Comfort Zone
Feels safe &
in control
Acquire new skills
Are your Sales and Marketing people getting out of their comfort zone?
Comfort Fear Learning Growth

7. Funnel of Opportunity: Empower, Engage, Explore
Build Learning Zones

8. Architecture can't force people to connect, it can only plan the crossing points,
remove barriers, and make the meeting places useful and attractive.
- Denise Scott Brown

9. The Wisdom
of Dialogue

10. Price
• Best for Std. Offering
• Acceptable Quality
Relational
• Personalized
• Integrated
• Service
Performance
• Superior
• Innovative
• Hi-Quality
• Fashion/Style
What Does Your Customer
Value ?
What Do You Deliver?
What is our
winning
aspiration?
• Purpose
• Motivation
Where will
we play?
• People
• Geo/Platforms
• Industries
How will we
win?
• Business Promise
• Uniqueness
What
capabilities
are needed?
• Activities
• Competencies
What
systems are
required?
• Structures
• Support
Cascade of Choices
Adapted from Playing to Win: How
Strategy Really Works
by A.G. Lafley and Roger L. Martin
Aligned?

11. Feedback is a Fundamental Pattern in Today’s Marketing
It provides the stability to your marketing efforts

12. Which will create more sales?
Testify
Yes
No

13. Digital Marketing Funnel
Need Marketing Funnel Expert
Request for Proposal:
This is our existing marketing funnel. Please
provide an outline on how you would improve
it and the actions you would take. Provide
approximate time needed for completion,
budget and expected outcomes.
Include examples of three similar past jobs
describing the actions, methods used, required
budget and results that were achieved.

14. - from the USAID Program Cycle
Technical Note in USAID’s 2014
Local System Framework Paper
The 5 RS Framework
in The Program Cycle

15. A Massive Chicken Wing Surplus
in the United States

16. Straight line
Moving step-
by-step
Always
moving
forward
Broken down
into subtopics
A leading to B;
B leading to C
Interlocking circles
Moving in a
repeated cycle
Always returning to
a conceptual
question
Distinct contexts
united by concepts
Each context
larger/more complicated
than the previous one
Iterative Learning
Linear Learning
Sales Conversations
of the Future
LEARNING SOURCE:
Adapted from Paul & Elder (2013).
Sales Conversations
of the Past

17. Problem: Three Critical Gaps
Knowledge Gap: What
we know vs. what we
would like to know
Effects Gap: What
we aspect to achieve
vs. what we achieve
Alignment Gap: What
we want people to do
vs. what they do
Usual Reactions
Knowledge Gap:
More Detailed
Information
Effects Gap: more
detailed controls
Alignment Gap:
More detailed
instruction
Adapted from The Art of Action by Stephen Bungay
Will You Get Caught in the Usual Reaction?

18. Connect thru
SHARED
VALUES
Connect thru
SHARED
EXPERIENCES
Product Positioning
(Defines Product)
Customer Journey
(Show Needs)
Brand Strategy
(Discover Purpose)
Customer Insight
(Find Desires)
Strategic Pillars
Adapted from the book STORYSCAPING: Stop Creating Ads,
Start Creating Worlds by Legorburu & McColl
The diagrams are from Jeanne Liedtka and Tim Ogilvie’s Designing for Growth: A Design Thinking Tool Kit for Managers.
BRANOPS
Operational Experiments

19. DON’T FORGET THE 3RD-PERSON
IN YOUR VIRTUAL MEETINGS

20. Sustainability
Launch
Launch is About Vertical Integration (& Timing);
Sustainability is Horizontal Integration

22. Listening is Our Gift to the World
Adapted from the book You're Not Listening:
What You're Missing and Why It Matters by
Kate Murphy

23. Don’t
Buy
Before building a Product Roadmap
Check for the obstacles that you have in place.

24. Interweaving
Shaping Your
Outcomes

25. Most Opportunities Are Not Created
They Are Discovered

26. Creative Process
Germination
• Energizing
Assimilation
• Learning
Completion
• Acknowledging
PMBOX Guide Process
Project Initiation
• Charter
• Kickoff
Planning
• Scope, Risk, Plans
• Cost and Schedule Estimates
Executing
• Prototypes
• Creation of Deliverables
• Scope Verification
Controlling
• Feedback Processes
• Lesson Learned
Project Closeout
• Acceptance
• Lessons Learned
The Creative Process is adapted from Robert E. Fritz, The Path of Least Resistance for Managers Diagram adapted from
Figure 8.1 Creative Nature of PMBOK guide process, and the book The Strategic Project Leader by Jack Ferraro
Find Meaning in Creating
Rather Than Problem Solving

27. Jim Kalbech
Table of Contents
• Chapter 1: Understanding JTBD
• Chapter 2: Working with JTBD
• Chapter 3: Discovering Value
• Chapter 4: Defining Value
• Chapter 5: Designing Value
• Chapter 6: Delivering Value
• Chapter 7: (Re-)Developing Value
• Chapter 8: JTBD Formulas
Published by Rosenfield Media

28. CAS-Related DDAE Model Attributes
• Boundaries
• Coherence
• The Edge of Chaos
• Signals
• Self-Org Innovation and Emergence
• Adaptive Agents
• Signal Strengths
• Feedback Loops
• ResilienceTactical Adaptable Loop
Strategic Adaptable Loop
Emergence
FeedbackEmergence
Feedback
Demand Driven Adaptable Model
Development Path
Adapted from the book The Demand Driven Adaptive Enterprise
by Carol Ptak and Chad Smith
More information on this model at
https://www.demanddriveninstitute.com/

29. Unpacking Assumptions

30. And so, my fellow Americans: ask
not what your country can do for
you — ask what you can do for
your country.
- John F. Kennedy's Inaugural Address, January 20, 1961

31. The Understanding Map from The Cultures of Thinking project as Project Zero,
Harvard Graduate School of Education
Observing
Closely &
Describing
What’s There
Wondering &
Asking
Questions
Making
Connections
Considering
Different
Viewpoints
Building
Explanations &
Interpretations
Reasoning
with Evidence
Uncovering
Complexity &
Going Deeply
Capturing the
Heart &
Forming
Conclusions
How do we build Understanding?

32. Adapted from
TEACHING FOR DEEPER LEARNING: Tools to Engage Students in Meaning Making
by Jay McTighe and Harvey Silver
7 New Thinking Skills:
1. Conceptualizing
2. Note Making and Summarizing
3. Comparing/Contrasting
4. Understanding
5. Predicting and hypothesizing
6. Visualizing and Graphic Representation
7. Perspective Taking and Empathizing
Spending Enough Time on Big Ideas
Prioritize Around a Smaller Number of Conceptually Larger Transferable Ideas

33. “You can’t read the label
when you are sitting
inside the jar.”
– John K. Coyle
Your Brand

34. A Blue Ocean Strategy will fail if you do not connect new knowledge with prior
Customers use
Prior Experiences to connect
New Information and Ideas.
Even the best Blue Ocean Strategy will fail if you do not
connect new knowledge with prior knowledge.
Your Sales & Marketing Effort

35. What is The Future of Outside Sales?
?

36. Is your Engineering Process Collaborative?
Drawing from
Mastering Lean Product Development
by Ronald Mascitelli
http://www.design-for-lean.com/
Is Your System Designed to
include
Stakeholders & Customers?

37. Forget the Fence;
Pave the Path.

38. Constructing A Performance Task Scenario Using GRASPS
Adapted from page 172, Understanding by Design Professional Development Workbook by Jay McTighe and Grant Wiggins. Publisher ASCD
Standards and Criteria for Success:
Your performance needs to Your work will be judged by
Youi product must meet the
following standards:
A successful result will
Product, Performance, and Purpose:
You will create a ____ in order to You need to develop ____ so that
Situation:
The context you find yourself in is The challenge involves dealing with
Audience:
Your clients are The target audience is You need to convince
Role:
You are You have been asked to Your job is
Goal:
Your task is The goal is to The problem or challenge is The obstacles to overcome are

39. 1. What has challenged you?
2. What has been reaffirmed?
3. What will you do moving forward?
Marketing Plans are not created; They evolve.Marketing Plans are not created; They evolve.

40. Does Your Marketing Processes Highlight
Pockets of Opportunities?

41. Data-Driven
Marketing

42. Connect thru
SHARED
VALUES
Connect thru
SHARED
EXPERIENCES
Product Positioning
(Defines Product)
Customer Journey
(Show Needs)
Brand Strategy
(Discover Purpose)
Customer Insight
(Find Desires)
Strategic Pillars
Adapted from the book STORYSCAPING: Stop Creating Ads,
Start Creating Worlds by Legorburu & McColl
The diagram is from Jeanne Liedtka and Tim Ogilvie’s Designing for Growth: A Design Thinking Tool Kit for Managers.
BRANOPS

43. Wearing a Headset
in a Zoom Meeting
is A Selfless act

44. Success Starters
• High Interest = Relevant and Value-Driven
• Micro-Script = Clear and Concise
• Connects and Challenges Prior Knowledge
• Sets up the Rest of the Conversation

45. Success Starters
Externality-Tangibility Model of Human Performance (source. Why doers do-part 3:
External-intangible elements of Human Performance, by D. Wile, 2014).
Does your Sales/Marketing/OnBoarding
Empower
Your Customers Performance?
Can you describe how your
product/service compliments
each of these areas?

46. Will your Product Launch
have enough…
• Capital
• Capabilities
• Creativity

47. Present
Living Brand
Future
Imagined Brand
Past
Constructed Brand
Internal
Environment
External
Environment
Pivot
I don’t what I will do next?
I don’t’ know how to look
for work anymore?
Adapted from Figure 6: Working in the Moment with Identities
Narrative Coaching: The Definitive Guide to Bringing New Stories to Life

48. Sales Processes Smart Customers

49.  Powerful
 Easy
 Emotionally Compelling
 Reachable
 Student (Customer) - Focused
PEERS Goals
Adapted from Knight, Jim. The Impact Cycle (p. 97). SAGE Publications. Kindle Edition.

50. Marketing Campaigns are Only Experiments
What you need is
 Hunch about a difference you make
 Community to render the difference
 Strategy to engage in trial and error
Marketing Processes are not prescribed.
 The path is full of choices and near misses
 Your hunch can lead to other differences
 The impact can be Functional, Emotional, Social
Adapted from the book Innovating by Louis Perez-Breva

51. When a tree falls in the woods and you
are the only one to hear it,
how do you feel?
When you receive an online order
and you are the only one to see it,
how do you feel?

52. Adapted from Table 2: Narrative Coaching: Where Transformation Meets Innovation
Strengthen
Your Narrative
Coaching Phase Transformational Learning Design Thinking
Situate Aware of Presuppositions Observe what is
Search Challenge assumptions Imagine what if
Shift Test new perspectives Prototype what matters
Sustain Decide, take action Implement what works

53. Adapted from Table 9.1 Qualities of different research methods
Using Narrative Inquiry as a Research Method, 2nd edition
by Patricie Mertova and Leonard Webster
Strengthen
Your Narrative
Quantitative Methods Qualitative Methods Narrative Inquiry
Measurable Human element Human experience
Descriptive/inferential Logical deduction Convey/understand knowledge
Systematic Content analysis Critical events
Generalizable Narrowing Broadening
Large Numbers Small Numbers Small Numbers

54. Most people winging their
marketing
thinks it looks like this.
In reality,
what they have is this.

55. Evaporating Cloud
One of the six Thinking Processes in the Theory of
Constraints. Often called a “Conflict Resolution Diagram.”
How Do You Handle Opposing Views?

56. The only real voyage of discovery
consists not in seeking new landscapes
but in having new eyes.
- Marcel Proust

57. Operational Experiments aka
Learning Launches
To have a great idea, have a lot of them.
- Thomas A. Edison or Linus Pauling
You also need to be able to
test them efficiently & effectively.
The diagrams are from Jeanne Liedtka and Tim Ogilvie’s Designing
for Growth: A Design Thinking Tool Kit for Managers.
BRANOPS

58. Idea to Project
Project to Product
Product to Market Fit
Idea to
Market

59. Best Wishes for your
BranOps Efforts in 2021

60. A Ritual Worth Keeping?

61. Thank You