How Accountability Through Engagement created buy-in for a new product introduction

Who: Cox Communications
Challenge: How to introduce a new cellular service to 45 individual markets
Approach: CPS tools and FourSight to match heterogeneous teams; Application of the ABC’s of innovation
Results: Achieved accountability through engagement

• Using creative positioning collaboration based on out-of-the-box thinking by 45 managers
• Business model was developed and focused on the customer
• Acceptance by managers and customers followed by success in the marketplace
• Subsequent projects involving Focus Groups and CMTI sessions resulted in a clear strategy

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How Creativity on Demand turn a huge brand challenge into a great opportunity

Who: Florida’s Natural OJ
Challenge: How to make a brand name switch in 60 days with minimal cost
Approach: Using CPS tools like divergence and convergence and analytical tools

• Answered the question “How to visualize the brand’s equities?”
• Established a new identity by capitalizing on the origin of the brand
• Engaged users, employees, and management
• Changed the challenge to “How to maintain equities while altering the name”

Results: Catapulted the brand to top position

• Solving the right problem (FCC and frequently bought brand consumer habits were the vehicles)
• Created engagement with package and placement
• Fresh and Natural was changed to Florida’s Natural
• A simple creative expression saved the day!
• Continued to work with the brand for 14 years

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How Collaboration and Shared Language lead to a unified campaign in Central/South America

Who: Delta Airlines
Challenge: How to establish a common identity across five countries and two different languages
Approach: Using CPS tools and visualization tools

• Addressed “How to visualize Trust”
• Established identities using a baby and the sun as codes for care, safety and energy
• Engaged travelers, employees, and management

Results: Acceptance and engagement

• Solved the right problem (Emotional strings across five cultures)
• Created engagement among employees
• Introduced collaboration and inclusion toward a common goal
• Developed a new creative expression
• Continued to work with Delta for several years

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How Inclusion and a Positive Climate drove enthusiasm and positivism in a sales force

Who: Munich RE
Challenge: How to motivate a sales force towards new products and service
Approach: Using CPS people tools, culture tools and creative thinking tools

• Established heterogeneous and some homogeneous teams using FourSight
• Engaged salesforce and management
• Starting with individual thinking prior to the session and moving to group thinking on new trends it increased motivation to sell new services

Results: Enthusiasm with acceptance and engagement

• Participation drove enthusiasm and satisfaction
• Engagement in the process produced unexpected possibilities
• Collaboration and inclusion toward a common goal made buy-in easy
• Creative expression drove enthusiasm and a positive climate

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How Acceptance, Collaboration, and Engagement increased internal customer support

Who: Mohawk Flooring
Challenge: How to implement 12 initiatives given to the IT department by an outside consultancy and be accountable for their results?
Approach: Conducted 13 workshops using FourSight to match heterogeneous teams
Results: Excellent collaboration and inclusion of both Dalton and Dallas employees using CPS:

• A common language was learned to address the initiatives and the internal department’s IT needs
• Career satisfaction and insider status was increased for the IT participants
• Internal customers were asked for purpose of their stated needs rather than handing them an answer and sending them away

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How Matching Team Roles to Cognitive Preferences increases efficiency and improves results

Who: Emory University Goizueta Business School Course: Market Competition
Challenge: How to organize marketing students to work, in teams, on real life client challenges and produce viable results.
Approach: Using FourSight profiles formed heterogeneous teams by matching roles to cognitive preferences

• Encouraged them to understand how their cognitive profiles serve their assigned roles and expected outcomes
• Coached them to share and eliminate biases
• Improved communications skills

Results: Increased team efficiency and collaboration according to roles and tasks

• Eliminated “storming” in teams
• Opened communications
• Collaboration leading to focused results was introduced
• Excellent results for 21 years

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