SIX VALUE MEDALS

Six Value MEdals

The framework provides a simple tool for systematically considering different perspectives when investigating value. For creative thinking activities, this can be used in two ways:

  1. At the beginning, to help frame your problem correctly by focusing on areas of greatest value
  2. After ideation, to help select ideas on the basis of their potential value

Gold Medal (personal values)

Gold is valued by people, bringing with it a range of human and emotional values. There are a number of ways of exploring the impact of an idea on people including stakeholder analysis (who is affected, how and which are good or bad impacts), Maslow’s hierarchy of human needs (how does this idea affect us physically, and what are the effects on our feelings of security, belonging, and esteem).

For business ideas, we might look at the value proposition to customers paying particular attention to the needs the idea satisfies. Notice that organizational value such as the impact on suppliers can be seen with the silver medal.

Silver Medal (organisational values)

Steel is used to signify strength or robustness. This value perspective is used to consider aspects of quality like physical robustness, durability, fitness for purpose, and competitive strength. Depending on the idea being evaluated, it may be useful to differentiate between ‘customers’ and the different features they are likely to value. What is ‘high quality’ for one, may be of limited importance to another.

Other aspects of quality can include ease of use, interoperability with other products, ease of disposal or choice of materials. Features, components, and attributes which demonstrate quality will be different depending on the idea.  The basic concept for the steel medal is ‘is it any good?’

Glass Medal (innovation values)

The glass is an amazing material, strongly associated with its ability to scatter light and shape our vision. The Glass medal is about innovation, creativity, and simplicity. When using the glass medal perspective we consider value with questions like ‘what has changed’, ‘what is new’, and ‘what else could this do’.

With definitions of innovation frequently including both novelty and value, this important medal ensures we recognize the value of novelty and creativity in our ideas. When used with the other medals, we are able to gain a strong understanding not only of what is new, but how that newness adds value to the product, to the organization and to the people who will use it.

Wood Medal (ecology medal)

Studies of the environment involve more than simply saving trees. The purpose of the ecology or environmental value medal is to consider the impact of an idea on its context and surroundings. That includes the people who interact with it, the organisations it touches, and the footprints it leaves behind itself after it has gone. When considering this perspective, we are encouraged to take a step back and examine the big picture.

Looking a bit further we might ask what the impact is of not using this idea, or what will happen to those who use something else.

Brass Medal (perception medal)

What will the neighbors think? The brass medal is all about perception and appearance. Based on the idea that brass is shiny but isn’t gold, we are guided towards value judgments by others such as ‘how will the market receive this’ or ‘what will marketing think about this’.

Perception is an important consideration and one that might warrant additional thought when deciding how to shape perception in order to encourage idea adoption. Perception is all about our human tendency to form patterns and to use our past experiences to flavor our expectations for the future. You can read more on de Bono’s view of perception

SIX VALUE MEDALS

Six Value MEdals

The framework provides a simple tool for systematically considering different perspectives when investigating value. For creative thinking activities, this can be used in two ways:

  1. At the beginning, to help frame your problem correctly by focusing on areas of greatest value
  2. After ideation, to help select ideas on the basis of their potential value

Gold Medal (personal values)

Gold is valued by people, bringing with it a range of human and emotional values. There are a number of ways of exploring the impact of an idea on people including stakeholder analysis (who is affected, how and which are good or bad impacts), Maslow’s hierarchy of human needs (how does this idea affect us physically, and what are the effects on our feelings of security, belonging, and esteem).

For business ideas, we might look at the value proposition to customers paying particular attention to the needs the idea satisfies. Notice that organizational value such as the impact on suppliers can be seen with the silver medal.

Silver Medal (organisational values)

Steel is used to signify strength or robustness. This value perspective is used to consider aspects of quality like physical robustness, durability, fitness for purpose, and competitive strength. Depending on the idea being evaluated, it may be useful to differentiate between ‘customers’ and the different features they are likely to value. What is ‘high quality’ for one, may be of limited importance to another.

Other aspects of quality can include ease of use, interoperability with other products, ease of disposal or choice of materials. Features, components, and attributes which demonstrate quality will be different depending on the idea.  The basic concept for the steel medal is ‘is it any good?’

Glass Medal (innovation values)

The glass is an amazing material, strongly associated with its ability to scatter light and shape our vision. The Glass medal is about innovation, creativity, and simplicity. When using the glass medal perspective we consider value with questions like ‘what has changed’, ‘what is new’, and ‘what else could this do’.

With definitions of innovation frequently including both novelty and value, this important medal ensures we recognize the value of novelty and creativity in our ideas. When used with the other medals, we are able to gain a strong understanding not only of what is new, but how that newness adds value to the product, to the organization and to the people who will use it.

Wood Medal (ecology medal)

Studies of the environment involve more than simply saving trees. The purpose of the ecology or environmental value medal is to consider the impact of an idea on its context and surroundings. That includes the people who interact with it, the organisations it touches, and the footprints it leaves behind itself after it has gone. When considering this perspective, we are encouraged to take a step back and examine the big picture.

Looking a bit further we might ask what the impact is of not using this idea, or what will happen to those who use something else.

Brass Medal (perception medal)

What will the neighbors think? The brass medal is all about perception and appearance. Based on the idea that brass is shiny but isn’t gold, we are guided towards value judgments by others such as ‘how will the market receive this’ or ‘what will marketing think about this’.

Perception is an important consideration and one that might warrant additional thought when deciding how to shape perception in order to encourage idea adoption. Perception is all about our human tendency to form patterns and to use our past experiences to flavor our expectations for the future. You can read more on de Bono’s view of perception

SIX VALUE MEDALS

Six Value MEdals

The framework provides a simple tool for systematically considering different perspectives when investigating value. For creative thinking activities, this can be used in two ways:

  1. At the beginning, to help frame your problem correctly by focusing on areas of greatest value
  2. After ideation, to help select ideas on the basis of their potential value

Gold Medal (personal values)

Gold is valued by people, bringing with it a range of human and emotional values. There are a number of ways of exploring the impact of an idea on people including stakeholder analysis (who is affected, how and which are good or bad impacts), Maslow’s hierarchy of human needs (how does this idea affect us physically, and what are the effects on our feelings of security, belonging, and esteem).

For business ideas, we might look at the value proposition to customers paying particular attention to the needs the idea satisfies. Notice that organizational value such as the impact on suppliers can be seen with the silver medal.

Silver Medal (organisational values)

Steel is used to signify strength or robustness. This value perspective is used to consider aspects of quality like physical robustness, durability, fitness for purpose, and competitive strength. Depending on the idea being evaluated, it may be useful to differentiate between ‘customers’ and the different features they are likely to value. What is ‘high quality’ for one, may be of limited importance to another.

Other aspects of quality can include ease of use, interoperability with other products, ease of disposal or choice of materials. Features, components, and attributes which demonstrate quality will be different depending on the idea.  The basic concept for the steel medal is ‘is it any good?’

Glass Medal (innovation values)

The glass is an amazing material, strongly associated with its ability to scatter light and shape our vision. The Glass medal is about innovation, creativity, and simplicity. When using the glass medal perspective we consider value with questions like ‘what has changed’, ‘what is new’, and ‘what else could this do’.

With definitions of innovation frequently including both novelty and value, this important medal ensures we recognize the value of novelty and creativity in our ideas. When used with the other medals, we are able to gain a strong understanding not only of what is new, but how that newness adds value to the product, to the organization and to the people who will use it.

Wood Medal (ecology medal)

Studies of the environment involve more than simply saving trees. The purpose of the ecology or environmental value medal is to consider the impact of an idea on its context and surroundings. That includes the people who interact with it, the organisations it touches, and the footprints it leaves behind itself after it has gone. When considering this perspective, we are encouraged to take a step back and examine the big picture.

Looking a bit further we might ask what the impact is of not using this idea, or what will happen to those who use something else.

Brass Medal (perception medal)

What will the neighbors think? The brass medal is all about perception and appearance. Based on the idea that brass is shiny but isn’t gold, we are guided towards value judgments by others such as ‘how will the market receive this’ or ‘what will marketing think about this’.

Perception is an important consideration and one that might warrant additional thought when deciding how to shape perception in order to encourage idea adoption. Perception is all about our human tendency to form patterns and to use our past experiences to flavor our expectations for the future. You can read more on de Bono’s view of perception

STRATEGIC THINKING

Strategic Thinking

Overview : Strategic Thinking for Results was designed to address this reality – the new normal. The challenge is how to be both more agile and proactive when navigating in this environment. In Strategic Thinking for Results participants develop the mindset and skill set needed to strategically think through any situation they face at work or in life.

In this program participants will assess their current strategic thinking skills and develop a personal action plan to incorporate strategic thinking into their daily routines. Learning will happen while applying a powerful Strategic Thinking framework in which participants clarify and explore:

What really motivates themselves and others –

• A compelling vision of the future
• Current reality from many perspectives
• Future pull and creative tension
• Strategic pathways for the future
• Environmental scanning habits of top-line strategic thinkers

Outcome :

  • More effectively visualize desired future states.
  • Understand the powerful linkage between desire and strategy development and selection.
  • Understand the negative impact of narrow input on good strategy.
  • Improve their ability to see and prioritize the complex interdependencies of key decisions.
  • Build habits of reading and listening to that gather more diversity of thought.
  • Increase listening and data collecting skills with immediate colleagues and adjacent economic sectors
  • Strengthen their ability to notice – and question – their own assumptions about “the way things are.”
  • Utilize polarity management skills to realize value from both scientific thinking and intuition in good strategic decision making.
  • Verbalize and model to others the value of “intentional reflection time” in the crafting of wise strategy.
  • Generalise from ‘strategic thinking at work” to “strategic thinking in life.”Who should attend :
    Anyone who must make complex, high-impact decisions in the organization will benefit from this workshop. Participants may include:
  • Managers, directors, high potentials, and senior leaders
  • Group, team, and project leaders
  • Individual contributors operating in an ambiguous or complex environmentCompetencies addressed :
  • Leaders and individuals become strategically agile
  • Leaders and individuals become more forward-thinking in their everyday roles
  • Leaders and team members know how to better balance their time and attention between daily operational pressures and longer-term strategic initiatives.
    Business units attain more alignment and traction for overarching strategies that drive bottom-line results.
  • There is a better analysis of the longer-term impact of decisions and plans.
  • Individuals discover new sources of motivation and excitement in their work.
  • It creates a culture of innovation where individuals achieve strategic targets with greater success.

STRATEGIC THINKING

Strategic Thinking

Overview : Strategic Thinking for Results was designed to address this reality – the new normal. The challenge is how to be both more agile and proactive when navigating in this environment. In Strategic Thinking for Results participants develop the mindset and skill set needed to strategically think through any situation they face at work or in life.

In this program participants will assess their current strategic thinking skills and develop a personal action plan to incorporate strategic thinking into their daily routines. Learning will happen while applying a powerful Strategic Thinking framework in which participants clarify and explore:

What really motivates themselves and others –

• A compelling vision of the future
• Current reality from many perspectives
• Future pull and creative tension
• Strategic pathways for the future
• Environmental scanning habits of top-line strategic thinkers

Outcome :

  • More effectively visualize desired future states.
  • Understand the powerful linkage between desire and strategy development and selection.
  • Understand the negative impact of narrow input on good strategy.
  • Improve their ability to see and prioritize the complex interdependencies of key decisions.
  • Build habits of reading and listening to that gather more diversity of thought.
  • Increase listening and data collecting skills with immediate colleagues and adjacent economic sectors
  • Strengthen their ability to notice – and question – their own assumptions about “the way things are.”
  • Utilize polarity management skills to realize value from both scientific thinking and intuition in good strategic decision making.
  • Verbalize and model to others the value of “intentional reflection time” in the crafting of wise strategy.
  • Generalise from ‘strategic thinking at work” to “strategic thinking in life.”Who should attend :
    Anyone who must make complex, high-impact decisions in the organization will benefit from this workshop. Participants may include:
  • Managers, directors, high potentials, and senior leaders
  • Group, team, and project leaders
  • Individual contributors operating in an ambiguous or complex environmentCompetencies addressed :
  • Leaders and individuals become strategically agile
  • Leaders and individuals become more forward-thinking in their everyday roles
  • Leaders and team members know how to better balance their time and attention between daily operational pressures and longer-term strategic initiatives.
    Business units attain more alignment and traction for overarching strategies that drive bottom-line results.
  • There is a better analysis of the longer-term impact of decisions and plans.
  • Individuals discover new sources of motivation and excitement in their work.
  • It creates a culture of innovation where individuals achieve strategic targets with greater success.

STRATEGIC THINKING

Strategic Thinking

Overview : Strategic Thinking for Results was designed to address this reality – the new normal. The challenge is how to be both more agile and proactive when navigating in this environment. In Strategic Thinking for Results participants develop the mindset and skill set needed to strategically think through any situation they face at work or in life.

In this program participants will assess their current strategic thinking skills and develop a personal action plan to incorporate strategic thinking into their daily routines. Learning will happen while applying a powerful Strategic Thinking framework in which participants clarify and explore:

What really motivates themselves and others –

• A compelling vision of the future
• Current reality from many perspectives
• Future pull and creative tension
• Strategic pathways for the future
• Environmental scanning habits of top-line strategic thinkers

Outcome :

  • More effectively visualize desired future states.
  • Understand the powerful linkage between desire and strategy development and selection.
  • Understand the negative impact of narrow input on good strategy.
  • Improve their ability to see and prioritize the complex interdependencies of key decisions.
  • Build habits of reading and listening to that gather more diversity of thought.
  • Increase listening and data collecting skills with immediate colleagues and adjacent economic sectors
  • Strengthen their ability to notice – and question – their own assumptions about “the way things are.”
  • Utilize polarity management skills to realize value from both scientific thinking and intuition in good strategic decision making.
  • Verbalize and model to others the value of “intentional reflection time” in the crafting of wise strategy.
  • Generalise from ‘strategic thinking at work” to “strategic thinking in life.”Who should attend :
    Anyone who must make complex, high-impact decisions in the organization will benefit from this workshop. Participants may include:
  • Managers, directors, high potentials, and senior leaders
  • Group, team, and project leaders
  • Individual contributors operating in an ambiguous or complex environmentCompetencies addressed :
  • Leaders and individuals become strategically agile
  • Leaders and individuals become more forward-thinking in their everyday roles
  • Leaders and team members know how to better balance their time and attention between daily operational pressures and longer-term strategic initiatives.
    Business units attain more alignment and traction for overarching strategies that drive bottom-line results.
  • There is a better analysis of the longer-term impact of decisions and plans.
  • Individuals discover new sources of motivation and excitement in their work.
  • It creates a culture of innovation where individuals achieve strategic targets with greater success.

STRATEGIC THINKING

Strategic Thinking

Overview : Strategic Thinking for Results was designed to address this reality – the new normal. The challenge is how to be both more agile and proactive when navigating in this environment. In Strategic Thinking for Results participants develop the mindset and skill set needed to strategically think through any situation they face at work or in life.

In this program participants will assess their current strategic thinking skills and develop a personal action plan to incorporate strategic thinking into their daily routines. Learning will happen while applying a powerful Strategic Thinking framework in which participants clarify and explore:

What really motivates themselves and others –

• A compelling vision of the future
• Current reality from many perspectives
• Future pull and creative tension
• Strategic pathways for the future
• Environmental scanning habits of top-line strategic thinkers

Outcome :

  • More effectively visualize desired future states.
  • Understand the powerful linkage between desire and strategy development and selection.
  • Understand the negative impact of narrow input on good strategy.
  • Improve their ability to see and prioritize the complex interdependencies of key decisions.
  • Build habits of reading and listening to that gather more diversity of thought.
  • Increase listening and data collecting skills with immediate colleagues and adjacent economic sectors
  • Strengthen their ability to notice – and question – their own assumptions about “the way things are.”
  • Utilize polarity management skills to realize value from both scientific thinking and intuition in good strategic decision making.
  • Verbalize and model to others the value of “intentional reflection time” in the crafting of wise strategy.
  • Generalise from ‘strategic thinking at work” to “strategic thinking in life.”Who should attend :
    Anyone who must make complex, high-impact decisions in the organization will benefit from this workshop. Participants may include:
  • Managers, directors, high potentials, and senior leaders
  • Group, team, and project leaders
  • Individual contributors operating in an ambiguous or complex environmentCompetencies addressed :
  • Leaders and individuals become strategically agile
  • Leaders and individuals become more forward-thinking in their everyday roles
  • Leaders and team members know how to better balance their time and attention between daily operational pressures and longer-term strategic initiatives.
    Business units attain more alignment and traction for overarching strategies that drive bottom-line results.
  • There is a better analysis of the longer-term impact of decisions and plans.
  • Individuals discover new sources of motivation and excitement in their work.
  • It creates a culture of innovation where individuals achieve strategic targets with greater success.

STRATEGIC THINKING

Strategic Thinking

Overview : Strategic Thinking for Results was designed to address this reality – the new normal. The challenge is how to be both more agile and proactive when navigating in this environment. In Strategic Thinking for Results participants develop the mindset and skill set needed to strategically think through any situation they face at work or in life.
In this program participants will assess their current strategic thinking skills and develop a personal action plan to incorporate strategic thinking into their daily routines. Learning will happen while applying a powerful Strategic Thinking framework in which participants clarify and explore:

What really motivates themselves and others –

• A compelling vision of the future
• Current reality from many perspectives
• Future pull and creative tension
• Strategic pathways for the future
• Environmental scanning habits of top-line strategic thinkers

Outcome :

  • More effectively visualize desired future states.
  • Understand the powerful linkage between desire and strategy development and selection.
  • Understand the negative impact of narrow input on good strategy.
  • Improve their ability to see and prioritize the complex interdependencies of key decisions.
  • Build habits of reading and listening to that gather more diversity of thought.
  • Increase listening and data collecting skills with immediate colleagues and adjacent economic sectors
  • Strengthen their ability to notice – and question – their own assumptions about “the way things are.”
  • Utilize polarity management skills to realize value from both scientific thinking and intuition in good strategic decision making.
  • Verbalize and model to others the value of “intentional reflection time” in the crafting of wise strategy.
  • Generalise from ‘strategic thinking at work” to “strategic thinking in life.”

Who should attend :

Anyone who must make complex, high-impact decisions in the organisation will benefit from this workshop. Participants may include:

  • Managers, directors, high potentials, and senior leaders
  • Group, team, and project leaders
  • Individual contributors operating in an ambiguous or complex environmentCompetencies addressed :
  • Leaders and individuals become strategically agile
  • Leaders and individuals become more forward-thinking in their everyday roles
  • Leaders and team members know how to better balance their time and attention between daily operational pressures and longer-term strategic initiatives.
  • Business units attain more alignment and traction for overarching strategies that drive bottom-line results.
  • There is a better analysis of the longer-term impact of decisions and plans.
  • Individuals discover new sources of motivation and excitement in their work.
  • It creates a culture of innovation where individuals achieve strategic targets with greater success.

STRATEGIC THINKING

Strategic Thinking

Overview : Strategic Thinking for Results was designed to address this reality – the new normal. The challenge is how to be both more agile and proactive when navigating in this environment. In Strategic Thinking for Results, participants develop the mindset and skill set needed to strategically think through any situation they face at work or in life.

In this program participants will assess their current strategic thinking skills and develop a personal action plan to incorporate strategic thinking into their daily routines. Learning will happen while applying a powerful Strategic Thinking framework in which participants clarify and explore:

What really motivates themselves and others –

  •  A compelling vision of the future
  • Current reality from many perspectives
  • Future pull and creative tension
  • Strategic pathways for the future
  • Environmental scanning habits of top-line strategic thinkers

Outcome :

  • More effectively visualize desired future states.
  • Understand the powerful linkage between desire and strategy development and selection.
  • Understand the negative impact of narrow input on good strategy.
  • Improve their ability to see and prioritize the complex interdependencies of key decisions.
  • Build habits of reading and listening to that gather more diversity of thought.
  • Increase listening and data collecting skills with immediate colleagues and adjacent economic sectors
  • Strengthen their ability to notice – and question – their own assumptions about “the way things are.”
  • Utilize polarity management skills to realize value from both scientific thinking and intuition in good strategic decision making.
  • Verbalize and model to others the value of “intentional reflection time” in the crafting of wise strategy.G
  • Generalize from ‘strategic thinking at work” to “strategic thinking in life.”

Who should attend :
Anyone who must make complex, high-impact decisions in the organisation will benefit from this workshop. Participants may include:
• Managers, directors, high potentials, and senior leaders
• Group, team, and project leaders
• Individual contributors operating in an ambiguous or complex environment

Competencies addressed :

  • Leaders and individuals become strategically agile
  • Leaders and individuals become more forward-thinking in their everyday roles
  • Leaders and team members know how to better balance their time and attention between daily operational pressures and longer-term strategic initiatives.
  • Business units attain more alignment and traction for overarching strategies that drive bottom-line results.
  • There is a better analysis of the longer-term impact of decisions and plans.
  • Individuals discover new sources of motivation and excitement in their work.
  • It creates a culture of innovation where individuals achieve strategic targets with greater success.

DESIGN THINKING

Design Thinking

Overview :
Design thinking is a human-centered approach to innovation that draws from the designer’s toolkit to integrate the needs of people, the possibilities of technology, and the requirements for business success.”
— Tim Brown, CEO of IDEO

Thinking like a designer can transform the way organizations develop products, services, processes, and strategy. This approach, which IDEO calls design thinking, brings together what is desirable from a human point of view with what is technologically feasible and economically viable. It also allows people who aren’t trained as designers to use creative tools to address a vast range of challenges.

Design thinking is a strategic approach that prioritizes customer needs above all else, providing organizations with a framework for radical customer orientation. This customer orientation is why design thinking is so important to marketers. That means design thinking is just as likely to influence marketing and branding as it is to influence market innovation or product differentiation. Marketing can learn a lot from design thinking– how to be agile, better, faster and more effective.

Benefits :

Importance of Design Thinking in Marketing
Writing the Problem Statement: Exploring problems and opportunities in the Marketing World
Understanding Stakeholders and Users
Personas, Empathy Maps
Rethinking Marketing Journeys
Ideation and Storyboarding
Exploring Solutions from the Marketing World
Future Scenarios and Moments of Max Impact
Prototyping