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INFLUENCING
NICKWECREATE
NOVARTIS JUNE 2012
NICK JANKEL WECREATE
FOR LEADERSMASTERCLASS
Switched On Innovation amp Leadership
PART I
NICKWECREATE
INFLUENCING STRATEGIES
INFLUENCEWHAT IS IT
ldquoTo affect or alter by indirect or intangible meansrdquoMERRIAM-WEBSTER
SHARE A STORY OF WHEN YOU FELT INFLUENTIAL
INFLUENCING STRATEGIES
Coercion
Emotional techniques
Practical amp social techniques
Rational techniques
ldquoMany forms of decision-making especially those that involve a high level of risk and uncertainty involve biases and emotions that act at an implicit levelrdquo
THE ROLE OF EMOTION IN DECISIONMAKING A COGNITIVE NEUROSCIENCE PERSPECTIVE
9
vmPFC
SOURCE DAMASIO BACHARA BABA ET AL
INFLUENCING STRATEGIES
Coercion
Emotional techniques
Practical amp social techniques
Rational techniques
SOURCE TERRY BACON CIALDINI GARDNER WECREATE
Logic
Coercion threatening
Assertion
Commitment
Alliance building
Modeling
Appealing to values
Consulting
PersuadingReciprocity
Courting favour
Social proof
Authority
Charisma
Scarcity
Consistency
Consensus
Asking for help
Taking initiative
Alignment connection
Manipulating
Avoiding
Rapport like ability
Incentives
Reason
Research
Resonance
Representation
Resources rewards
Real-world events
Resistances
INFLUENCING POWER SOURCES
Coercion
Personal power
SOURCE TERRY BACON WECREATE
Knowledge Expressiveness
Intentionality+
Contextual power
HistoryNetwork
Reputation
Information
ResourcesRole
Character+
Attraction
WECREATErsquoS LEADERSHIP PYRAMID
Coercion
SOURCE BATISTA WECREATE
Sensing
Strategy
Intention
Tactics
Results
ldquoPower is the capacity to translate intention into reality and sustain itrdquoWARREN BENNIS
Coercion
SOURCE BATISTA WECREATE
Sensing
Strategy
Purpose
Intention
Tactics
Results
Alignment
WECREATErsquoS LEADERSHIP PYRAMID
ldquoDo you want to be a positive influence in the world First get your own life in order Ground yourself in the single principle so that your behaviour is wholesome and effective If you do that you will earn respect and be a powerful influencerdquo
JOHN HEIDER LEADERSHIP EXPERT
Coercion
SOURCE BATISTA WECREATE
Sensing
Strategy
Purpose
Intention
Tactics
Results
Alignment
WECREATErsquoS LEADERSHIP PYRAMID Story
PART 2
NICKWECREATE
STORYTELLING FOR LEADERS
STORIESWHAT DO YOU HEAR
ldquoIt is easy to forget how mysterious and mighty stories are They do their work in silence invisibility They work with all the internal materials of the mind and self They become part of you while changing you they are altering your worldrdquo
BEN OKRI
82
12rise
12 rise in cancer rates
over 3 months after taking X
ldquoWhen yoursquore conversing with coworkers customers or investors the richness and meaning of your story is what people really buy Everybody thinks itrsquos the return on investment that yoursquore sellingbut itrsquos really the story about ROI that an investor takes awayrdquo
TOM DUREL FORMER CIOSVP BLUE CROSS BLUE SHIELD FORMER CEO OCEANIA
70OF WHAT WE LEARN IS THROUGH STORIES
MOLDOUR MINDS
TEACH ENGAGE CHANGE
ldquoHuman minds yield helplessly to the suction of story No matter how hard we concentrate no matter how deep we dig in our heels we just canrsquot resist the gravity of alternate worldsrdquo
JONATHAN GOTTSCHALL
CHANGETHE FUTURE OF LIVES COMPANIES NATIONS
ldquoA good story well told makes you realise you were yearning for something you had no name for something you didnrsquot even know you wantedrdquo
FS MICHAELS
WHAT STORIES ARE ENERGIZING YOU AT THE MOMENT
HUMANCONSCIOUSNESS IS EMBEDDED amp ENACTED IN STORY
HEIDER SIMMEL
BRAINIS A STORY-TELLING MACHINE
HALFOUR WAKING HOURS ARE SPENT SPINNING STORIES
MIRRORWE lsquoCATCHrsquo
EMOTIONS FROM STORIES
Reason amp story
ldquoWe have this thing over here in the left side that weve called the interpreter that makes sense out of these modules that are constantly bombarding us with information with actual behaviors with felt states with everything Weve got to tell a story about whats going onrdquoMICHAEL GAZZANIGA
STORIESENGAGE PEOPLE AND ENCOURAGE THEM TO SEE WHAT IS POSSIBLE
ENGAGEMORE WE DO THE MORE WE INFLUENCE
ldquoYou canrsquot order commitment You canrsquot bribe people into passion And you canrsquot force a vision rdquo
FUTURE NAVIGATORS
WHAT ORDER SHOULD IT BE IN
LEADERSCREATE NEW REALITIES
ldquoLeadership exists when people are no longer victims of circumstances but participate in creating new circumstances Ultimately leadership is about creating new realitiesrdquo
PETER SENGE MIT
CHANGETHE PROJECT THE BUSINESS THE WORLD
CHANGETHE STORY
ldquoStories create the emotional context people need to locate themselves in a larger experiencerdquo
SCOTT BEDBURY
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
Switched On Innovation amp Leadership
PART I
NICKWECREATE
INFLUENCING STRATEGIES
INFLUENCEWHAT IS IT
ldquoTo affect or alter by indirect or intangible meansrdquoMERRIAM-WEBSTER
SHARE A STORY OF WHEN YOU FELT INFLUENTIAL
INFLUENCING STRATEGIES
Coercion
Emotional techniques
Practical amp social techniques
Rational techniques
ldquoMany forms of decision-making especially those that involve a high level of risk and uncertainty involve biases and emotions that act at an implicit levelrdquo
THE ROLE OF EMOTION IN DECISIONMAKING A COGNITIVE NEUROSCIENCE PERSPECTIVE
9
vmPFC
SOURCE DAMASIO BACHARA BABA ET AL
INFLUENCING STRATEGIES
Coercion
Emotional techniques
Practical amp social techniques
Rational techniques
SOURCE TERRY BACON CIALDINI GARDNER WECREATE
Logic
Coercion threatening
Assertion
Commitment
Alliance building
Modeling
Appealing to values
Consulting
PersuadingReciprocity
Courting favour
Social proof
Authority
Charisma
Scarcity
Consistency
Consensus
Asking for help
Taking initiative
Alignment connection
Manipulating
Avoiding
Rapport like ability
Incentives
Reason
Research
Resonance
Representation
Resources rewards
Real-world events
Resistances
INFLUENCING POWER SOURCES
Coercion
Personal power
SOURCE TERRY BACON WECREATE
Knowledge Expressiveness
Intentionality+
Contextual power
HistoryNetwork
Reputation
Information
ResourcesRole
Character+
Attraction
WECREATErsquoS LEADERSHIP PYRAMID
Coercion
SOURCE BATISTA WECREATE
Sensing
Strategy
Intention
Tactics
Results
ldquoPower is the capacity to translate intention into reality and sustain itrdquoWARREN BENNIS
Coercion
SOURCE BATISTA WECREATE
Sensing
Strategy
Purpose
Intention
Tactics
Results
Alignment
WECREATErsquoS LEADERSHIP PYRAMID
ldquoDo you want to be a positive influence in the world First get your own life in order Ground yourself in the single principle so that your behaviour is wholesome and effective If you do that you will earn respect and be a powerful influencerdquo
JOHN HEIDER LEADERSHIP EXPERT
Coercion
SOURCE BATISTA WECREATE
Sensing
Strategy
Purpose
Intention
Tactics
Results
Alignment
WECREATErsquoS LEADERSHIP PYRAMID Story
PART 2
NICKWECREATE
STORYTELLING FOR LEADERS
STORIESWHAT DO YOU HEAR
ldquoIt is easy to forget how mysterious and mighty stories are They do their work in silence invisibility They work with all the internal materials of the mind and self They become part of you while changing you they are altering your worldrdquo
BEN OKRI
82
12rise
12 rise in cancer rates
over 3 months after taking X
ldquoWhen yoursquore conversing with coworkers customers or investors the richness and meaning of your story is what people really buy Everybody thinks itrsquos the return on investment that yoursquore sellingbut itrsquos really the story about ROI that an investor takes awayrdquo
TOM DUREL FORMER CIOSVP BLUE CROSS BLUE SHIELD FORMER CEO OCEANIA
70OF WHAT WE LEARN IS THROUGH STORIES
MOLDOUR MINDS
TEACH ENGAGE CHANGE
ldquoHuman minds yield helplessly to the suction of story No matter how hard we concentrate no matter how deep we dig in our heels we just canrsquot resist the gravity of alternate worldsrdquo
JONATHAN GOTTSCHALL
CHANGETHE FUTURE OF LIVES COMPANIES NATIONS
ldquoA good story well told makes you realise you were yearning for something you had no name for something you didnrsquot even know you wantedrdquo
FS MICHAELS
WHAT STORIES ARE ENERGIZING YOU AT THE MOMENT
HUMANCONSCIOUSNESS IS EMBEDDED amp ENACTED IN STORY
HEIDER SIMMEL
BRAINIS A STORY-TELLING MACHINE
HALFOUR WAKING HOURS ARE SPENT SPINNING STORIES
MIRRORWE lsquoCATCHrsquo
EMOTIONS FROM STORIES
Reason amp story
ldquoWe have this thing over here in the left side that weve called the interpreter that makes sense out of these modules that are constantly bombarding us with information with actual behaviors with felt states with everything Weve got to tell a story about whats going onrdquoMICHAEL GAZZANIGA
STORIESENGAGE PEOPLE AND ENCOURAGE THEM TO SEE WHAT IS POSSIBLE
ENGAGEMORE WE DO THE MORE WE INFLUENCE
ldquoYou canrsquot order commitment You canrsquot bribe people into passion And you canrsquot force a vision rdquo
FUTURE NAVIGATORS
WHAT ORDER SHOULD IT BE IN
LEADERSCREATE NEW REALITIES
ldquoLeadership exists when people are no longer victims of circumstances but participate in creating new circumstances Ultimately leadership is about creating new realitiesrdquo
PETER SENGE MIT
CHANGETHE PROJECT THE BUSINESS THE WORLD
CHANGETHE STORY
ldquoStories create the emotional context people need to locate themselves in a larger experiencerdquo
SCOTT BEDBURY
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
PART I
NICKWECREATE
INFLUENCING STRATEGIES
INFLUENCEWHAT IS IT
ldquoTo affect or alter by indirect or intangible meansrdquoMERRIAM-WEBSTER
SHARE A STORY OF WHEN YOU FELT INFLUENTIAL
INFLUENCING STRATEGIES
Coercion
Emotional techniques
Practical amp social techniques
Rational techniques
ldquoMany forms of decision-making especially those that involve a high level of risk and uncertainty involve biases and emotions that act at an implicit levelrdquo
THE ROLE OF EMOTION IN DECISIONMAKING A COGNITIVE NEUROSCIENCE PERSPECTIVE
9
vmPFC
SOURCE DAMASIO BACHARA BABA ET AL
INFLUENCING STRATEGIES
Coercion
Emotional techniques
Practical amp social techniques
Rational techniques
SOURCE TERRY BACON CIALDINI GARDNER WECREATE
Logic
Coercion threatening
Assertion
Commitment
Alliance building
Modeling
Appealing to values
Consulting
PersuadingReciprocity
Courting favour
Social proof
Authority
Charisma
Scarcity
Consistency
Consensus
Asking for help
Taking initiative
Alignment connection
Manipulating
Avoiding
Rapport like ability
Incentives
Reason
Research
Resonance
Representation
Resources rewards
Real-world events
Resistances
INFLUENCING POWER SOURCES
Coercion
Personal power
SOURCE TERRY BACON WECREATE
Knowledge Expressiveness
Intentionality+
Contextual power
HistoryNetwork
Reputation
Information
ResourcesRole
Character+
Attraction
WECREATErsquoS LEADERSHIP PYRAMID
Coercion
SOURCE BATISTA WECREATE
Sensing
Strategy
Intention
Tactics
Results
ldquoPower is the capacity to translate intention into reality and sustain itrdquoWARREN BENNIS
Coercion
SOURCE BATISTA WECREATE
Sensing
Strategy
Purpose
Intention
Tactics
Results
Alignment
WECREATErsquoS LEADERSHIP PYRAMID
ldquoDo you want to be a positive influence in the world First get your own life in order Ground yourself in the single principle so that your behaviour is wholesome and effective If you do that you will earn respect and be a powerful influencerdquo
JOHN HEIDER LEADERSHIP EXPERT
Coercion
SOURCE BATISTA WECREATE
Sensing
Strategy
Purpose
Intention
Tactics
Results
Alignment
WECREATErsquoS LEADERSHIP PYRAMID Story
PART 2
NICKWECREATE
STORYTELLING FOR LEADERS
STORIESWHAT DO YOU HEAR
ldquoIt is easy to forget how mysterious and mighty stories are They do their work in silence invisibility They work with all the internal materials of the mind and self They become part of you while changing you they are altering your worldrdquo
BEN OKRI
82
12rise
12 rise in cancer rates
over 3 months after taking X
ldquoWhen yoursquore conversing with coworkers customers or investors the richness and meaning of your story is what people really buy Everybody thinks itrsquos the return on investment that yoursquore sellingbut itrsquos really the story about ROI that an investor takes awayrdquo
TOM DUREL FORMER CIOSVP BLUE CROSS BLUE SHIELD FORMER CEO OCEANIA
70OF WHAT WE LEARN IS THROUGH STORIES
MOLDOUR MINDS
TEACH ENGAGE CHANGE
ldquoHuman minds yield helplessly to the suction of story No matter how hard we concentrate no matter how deep we dig in our heels we just canrsquot resist the gravity of alternate worldsrdquo
JONATHAN GOTTSCHALL
CHANGETHE FUTURE OF LIVES COMPANIES NATIONS
ldquoA good story well told makes you realise you were yearning for something you had no name for something you didnrsquot even know you wantedrdquo
FS MICHAELS
WHAT STORIES ARE ENERGIZING YOU AT THE MOMENT
HUMANCONSCIOUSNESS IS EMBEDDED amp ENACTED IN STORY
HEIDER SIMMEL
BRAINIS A STORY-TELLING MACHINE
HALFOUR WAKING HOURS ARE SPENT SPINNING STORIES
MIRRORWE lsquoCATCHrsquo
EMOTIONS FROM STORIES
Reason amp story
ldquoWe have this thing over here in the left side that weve called the interpreter that makes sense out of these modules that are constantly bombarding us with information with actual behaviors with felt states with everything Weve got to tell a story about whats going onrdquoMICHAEL GAZZANIGA
STORIESENGAGE PEOPLE AND ENCOURAGE THEM TO SEE WHAT IS POSSIBLE
ENGAGEMORE WE DO THE MORE WE INFLUENCE
ldquoYou canrsquot order commitment You canrsquot bribe people into passion And you canrsquot force a vision rdquo
FUTURE NAVIGATORS
WHAT ORDER SHOULD IT BE IN
LEADERSCREATE NEW REALITIES
ldquoLeadership exists when people are no longer victims of circumstances but participate in creating new circumstances Ultimately leadership is about creating new realitiesrdquo
PETER SENGE MIT
CHANGETHE PROJECT THE BUSINESS THE WORLD
CHANGETHE STORY
ldquoStories create the emotional context people need to locate themselves in a larger experiencerdquo
SCOTT BEDBURY
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
INFLUENCEWHAT IS IT
ldquoTo affect or alter by indirect or intangible meansrdquoMERRIAM-WEBSTER
SHARE A STORY OF WHEN YOU FELT INFLUENTIAL
INFLUENCING STRATEGIES
Coercion
Emotional techniques
Practical amp social techniques
Rational techniques
ldquoMany forms of decision-making especially those that involve a high level of risk and uncertainty involve biases and emotions that act at an implicit levelrdquo
THE ROLE OF EMOTION IN DECISIONMAKING A COGNITIVE NEUROSCIENCE PERSPECTIVE
9
vmPFC
SOURCE DAMASIO BACHARA BABA ET AL
INFLUENCING STRATEGIES
Coercion
Emotional techniques
Practical amp social techniques
Rational techniques
SOURCE TERRY BACON CIALDINI GARDNER WECREATE
Logic
Coercion threatening
Assertion
Commitment
Alliance building
Modeling
Appealing to values
Consulting
PersuadingReciprocity
Courting favour
Social proof
Authority
Charisma
Scarcity
Consistency
Consensus
Asking for help
Taking initiative
Alignment connection
Manipulating
Avoiding
Rapport like ability
Incentives
Reason
Research
Resonance
Representation
Resources rewards
Real-world events
Resistances
INFLUENCING POWER SOURCES
Coercion
Personal power
SOURCE TERRY BACON WECREATE
Knowledge Expressiveness
Intentionality+
Contextual power
HistoryNetwork
Reputation
Information
ResourcesRole
Character+
Attraction
WECREATErsquoS LEADERSHIP PYRAMID
Coercion
SOURCE BATISTA WECREATE
Sensing
Strategy
Intention
Tactics
Results
ldquoPower is the capacity to translate intention into reality and sustain itrdquoWARREN BENNIS
Coercion
SOURCE BATISTA WECREATE
Sensing
Strategy
Purpose
Intention
Tactics
Results
Alignment
WECREATErsquoS LEADERSHIP PYRAMID
ldquoDo you want to be a positive influence in the world First get your own life in order Ground yourself in the single principle so that your behaviour is wholesome and effective If you do that you will earn respect and be a powerful influencerdquo
JOHN HEIDER LEADERSHIP EXPERT
Coercion
SOURCE BATISTA WECREATE
Sensing
Strategy
Purpose
Intention
Tactics
Results
Alignment
WECREATErsquoS LEADERSHIP PYRAMID Story
PART 2
NICKWECREATE
STORYTELLING FOR LEADERS
STORIESWHAT DO YOU HEAR
ldquoIt is easy to forget how mysterious and mighty stories are They do their work in silence invisibility They work with all the internal materials of the mind and self They become part of you while changing you they are altering your worldrdquo
BEN OKRI
82
12rise
12 rise in cancer rates
over 3 months after taking X
ldquoWhen yoursquore conversing with coworkers customers or investors the richness and meaning of your story is what people really buy Everybody thinks itrsquos the return on investment that yoursquore sellingbut itrsquos really the story about ROI that an investor takes awayrdquo
TOM DUREL FORMER CIOSVP BLUE CROSS BLUE SHIELD FORMER CEO OCEANIA
70OF WHAT WE LEARN IS THROUGH STORIES
MOLDOUR MINDS
TEACH ENGAGE CHANGE
ldquoHuman minds yield helplessly to the suction of story No matter how hard we concentrate no matter how deep we dig in our heels we just canrsquot resist the gravity of alternate worldsrdquo
JONATHAN GOTTSCHALL
CHANGETHE FUTURE OF LIVES COMPANIES NATIONS
ldquoA good story well told makes you realise you were yearning for something you had no name for something you didnrsquot even know you wantedrdquo
FS MICHAELS
WHAT STORIES ARE ENERGIZING YOU AT THE MOMENT
HUMANCONSCIOUSNESS IS EMBEDDED amp ENACTED IN STORY
HEIDER SIMMEL
BRAINIS A STORY-TELLING MACHINE
HALFOUR WAKING HOURS ARE SPENT SPINNING STORIES
MIRRORWE lsquoCATCHrsquo
EMOTIONS FROM STORIES
Reason amp story
ldquoWe have this thing over here in the left side that weve called the interpreter that makes sense out of these modules that are constantly bombarding us with information with actual behaviors with felt states with everything Weve got to tell a story about whats going onrdquoMICHAEL GAZZANIGA
STORIESENGAGE PEOPLE AND ENCOURAGE THEM TO SEE WHAT IS POSSIBLE
ENGAGEMORE WE DO THE MORE WE INFLUENCE
ldquoYou canrsquot order commitment You canrsquot bribe people into passion And you canrsquot force a vision rdquo
FUTURE NAVIGATORS
WHAT ORDER SHOULD IT BE IN
LEADERSCREATE NEW REALITIES
ldquoLeadership exists when people are no longer victims of circumstances but participate in creating new circumstances Ultimately leadership is about creating new realitiesrdquo
PETER SENGE MIT
CHANGETHE PROJECT THE BUSINESS THE WORLD
CHANGETHE STORY
ldquoStories create the emotional context people need to locate themselves in a larger experiencerdquo
SCOTT BEDBURY
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
ldquoTo affect or alter by indirect or intangible meansrdquoMERRIAM-WEBSTER
SHARE A STORY OF WHEN YOU FELT INFLUENTIAL
INFLUENCING STRATEGIES
Coercion
Emotional techniques
Practical amp social techniques
Rational techniques
ldquoMany forms of decision-making especially those that involve a high level of risk and uncertainty involve biases and emotions that act at an implicit levelrdquo
THE ROLE OF EMOTION IN DECISIONMAKING A COGNITIVE NEUROSCIENCE PERSPECTIVE
9
vmPFC
SOURCE DAMASIO BACHARA BABA ET AL
INFLUENCING STRATEGIES
Coercion
Emotional techniques
Practical amp social techniques
Rational techniques
SOURCE TERRY BACON CIALDINI GARDNER WECREATE
Logic
Coercion threatening
Assertion
Commitment
Alliance building
Modeling
Appealing to values
Consulting
PersuadingReciprocity
Courting favour
Social proof
Authority
Charisma
Scarcity
Consistency
Consensus
Asking for help
Taking initiative
Alignment connection
Manipulating
Avoiding
Rapport like ability
Incentives
Reason
Research
Resonance
Representation
Resources rewards
Real-world events
Resistances
INFLUENCING POWER SOURCES
Coercion
Personal power
SOURCE TERRY BACON WECREATE
Knowledge Expressiveness
Intentionality+
Contextual power
HistoryNetwork
Reputation
Information
ResourcesRole
Character+
Attraction
WECREATErsquoS LEADERSHIP PYRAMID
Coercion
SOURCE BATISTA WECREATE
Sensing
Strategy
Intention
Tactics
Results
ldquoPower is the capacity to translate intention into reality and sustain itrdquoWARREN BENNIS
Coercion
SOURCE BATISTA WECREATE
Sensing
Strategy
Purpose
Intention
Tactics
Results
Alignment
WECREATErsquoS LEADERSHIP PYRAMID
ldquoDo you want to be a positive influence in the world First get your own life in order Ground yourself in the single principle so that your behaviour is wholesome and effective If you do that you will earn respect and be a powerful influencerdquo
JOHN HEIDER LEADERSHIP EXPERT
Coercion
SOURCE BATISTA WECREATE
Sensing
Strategy
Purpose
Intention
Tactics
Results
Alignment
WECREATErsquoS LEADERSHIP PYRAMID Story
PART 2
NICKWECREATE
STORYTELLING FOR LEADERS
STORIESWHAT DO YOU HEAR
ldquoIt is easy to forget how mysterious and mighty stories are They do their work in silence invisibility They work with all the internal materials of the mind and self They become part of you while changing you they are altering your worldrdquo
BEN OKRI
82
12rise
12 rise in cancer rates
over 3 months after taking X
ldquoWhen yoursquore conversing with coworkers customers or investors the richness and meaning of your story is what people really buy Everybody thinks itrsquos the return on investment that yoursquore sellingbut itrsquos really the story about ROI that an investor takes awayrdquo
TOM DUREL FORMER CIOSVP BLUE CROSS BLUE SHIELD FORMER CEO OCEANIA
70OF WHAT WE LEARN IS THROUGH STORIES
MOLDOUR MINDS
TEACH ENGAGE CHANGE
ldquoHuman minds yield helplessly to the suction of story No matter how hard we concentrate no matter how deep we dig in our heels we just canrsquot resist the gravity of alternate worldsrdquo
JONATHAN GOTTSCHALL
CHANGETHE FUTURE OF LIVES COMPANIES NATIONS
ldquoA good story well told makes you realise you were yearning for something you had no name for something you didnrsquot even know you wantedrdquo
FS MICHAELS
WHAT STORIES ARE ENERGIZING YOU AT THE MOMENT
HUMANCONSCIOUSNESS IS EMBEDDED amp ENACTED IN STORY
HEIDER SIMMEL
BRAINIS A STORY-TELLING MACHINE
HALFOUR WAKING HOURS ARE SPENT SPINNING STORIES
MIRRORWE lsquoCATCHrsquo
EMOTIONS FROM STORIES
Reason amp story
ldquoWe have this thing over here in the left side that weve called the interpreter that makes sense out of these modules that are constantly bombarding us with information with actual behaviors with felt states with everything Weve got to tell a story about whats going onrdquoMICHAEL GAZZANIGA
STORIESENGAGE PEOPLE AND ENCOURAGE THEM TO SEE WHAT IS POSSIBLE
ENGAGEMORE WE DO THE MORE WE INFLUENCE
ldquoYou canrsquot order commitment You canrsquot bribe people into passion And you canrsquot force a vision rdquo
FUTURE NAVIGATORS
WHAT ORDER SHOULD IT BE IN
LEADERSCREATE NEW REALITIES
ldquoLeadership exists when people are no longer victims of circumstances but participate in creating new circumstances Ultimately leadership is about creating new realitiesrdquo
PETER SENGE MIT
CHANGETHE PROJECT THE BUSINESS THE WORLD
CHANGETHE STORY
ldquoStories create the emotional context people need to locate themselves in a larger experiencerdquo
SCOTT BEDBURY
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
SHARE A STORY OF WHEN YOU FELT INFLUENTIAL
INFLUENCING STRATEGIES
Coercion
Emotional techniques
Practical amp social techniques
Rational techniques
ldquoMany forms of decision-making especially those that involve a high level of risk and uncertainty involve biases and emotions that act at an implicit levelrdquo
THE ROLE OF EMOTION IN DECISIONMAKING A COGNITIVE NEUROSCIENCE PERSPECTIVE
9
vmPFC
SOURCE DAMASIO BACHARA BABA ET AL
INFLUENCING STRATEGIES
Coercion
Emotional techniques
Practical amp social techniques
Rational techniques
SOURCE TERRY BACON CIALDINI GARDNER WECREATE
Logic
Coercion threatening
Assertion
Commitment
Alliance building
Modeling
Appealing to values
Consulting
PersuadingReciprocity
Courting favour
Social proof
Authority
Charisma
Scarcity
Consistency
Consensus
Asking for help
Taking initiative
Alignment connection
Manipulating
Avoiding
Rapport like ability
Incentives
Reason
Research
Resonance
Representation
Resources rewards
Real-world events
Resistances
INFLUENCING POWER SOURCES
Coercion
Personal power
SOURCE TERRY BACON WECREATE
Knowledge Expressiveness
Intentionality+
Contextual power
HistoryNetwork
Reputation
Information
ResourcesRole
Character+
Attraction
WECREATErsquoS LEADERSHIP PYRAMID
Coercion
SOURCE BATISTA WECREATE
Sensing
Strategy
Intention
Tactics
Results
ldquoPower is the capacity to translate intention into reality and sustain itrdquoWARREN BENNIS
Coercion
SOURCE BATISTA WECREATE
Sensing
Strategy
Purpose
Intention
Tactics
Results
Alignment
WECREATErsquoS LEADERSHIP PYRAMID
ldquoDo you want to be a positive influence in the world First get your own life in order Ground yourself in the single principle so that your behaviour is wholesome and effective If you do that you will earn respect and be a powerful influencerdquo
JOHN HEIDER LEADERSHIP EXPERT
Coercion
SOURCE BATISTA WECREATE
Sensing
Strategy
Purpose
Intention
Tactics
Results
Alignment
WECREATErsquoS LEADERSHIP PYRAMID Story
PART 2
NICKWECREATE
STORYTELLING FOR LEADERS
STORIESWHAT DO YOU HEAR
ldquoIt is easy to forget how mysterious and mighty stories are They do their work in silence invisibility They work with all the internal materials of the mind and self They become part of you while changing you they are altering your worldrdquo
BEN OKRI
82
12rise
12 rise in cancer rates
over 3 months after taking X
ldquoWhen yoursquore conversing with coworkers customers or investors the richness and meaning of your story is what people really buy Everybody thinks itrsquos the return on investment that yoursquore sellingbut itrsquos really the story about ROI that an investor takes awayrdquo
TOM DUREL FORMER CIOSVP BLUE CROSS BLUE SHIELD FORMER CEO OCEANIA
70OF WHAT WE LEARN IS THROUGH STORIES
MOLDOUR MINDS
TEACH ENGAGE CHANGE
ldquoHuman minds yield helplessly to the suction of story No matter how hard we concentrate no matter how deep we dig in our heels we just canrsquot resist the gravity of alternate worldsrdquo
JONATHAN GOTTSCHALL
CHANGETHE FUTURE OF LIVES COMPANIES NATIONS
ldquoA good story well told makes you realise you were yearning for something you had no name for something you didnrsquot even know you wantedrdquo
FS MICHAELS
WHAT STORIES ARE ENERGIZING YOU AT THE MOMENT
HUMANCONSCIOUSNESS IS EMBEDDED amp ENACTED IN STORY
HEIDER SIMMEL
BRAINIS A STORY-TELLING MACHINE
HALFOUR WAKING HOURS ARE SPENT SPINNING STORIES
MIRRORWE lsquoCATCHrsquo
EMOTIONS FROM STORIES
Reason amp story
ldquoWe have this thing over here in the left side that weve called the interpreter that makes sense out of these modules that are constantly bombarding us with information with actual behaviors with felt states with everything Weve got to tell a story about whats going onrdquoMICHAEL GAZZANIGA
STORIESENGAGE PEOPLE AND ENCOURAGE THEM TO SEE WHAT IS POSSIBLE
ENGAGEMORE WE DO THE MORE WE INFLUENCE
ldquoYou canrsquot order commitment You canrsquot bribe people into passion And you canrsquot force a vision rdquo
FUTURE NAVIGATORS
WHAT ORDER SHOULD IT BE IN
LEADERSCREATE NEW REALITIES
ldquoLeadership exists when people are no longer victims of circumstances but participate in creating new circumstances Ultimately leadership is about creating new realitiesrdquo
PETER SENGE MIT
CHANGETHE PROJECT THE BUSINESS THE WORLD
CHANGETHE STORY
ldquoStories create the emotional context people need to locate themselves in a larger experiencerdquo
SCOTT BEDBURY
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
INFLUENCING STRATEGIES
Coercion
Emotional techniques
Practical amp social techniques
Rational techniques
ldquoMany forms of decision-making especially those that involve a high level of risk and uncertainty involve biases and emotions that act at an implicit levelrdquo
THE ROLE OF EMOTION IN DECISIONMAKING A COGNITIVE NEUROSCIENCE PERSPECTIVE
9
vmPFC
SOURCE DAMASIO BACHARA BABA ET AL
INFLUENCING STRATEGIES
Coercion
Emotional techniques
Practical amp social techniques
Rational techniques
SOURCE TERRY BACON CIALDINI GARDNER WECREATE
Logic
Coercion threatening
Assertion
Commitment
Alliance building
Modeling
Appealing to values
Consulting
PersuadingReciprocity
Courting favour
Social proof
Authority
Charisma
Scarcity
Consistency
Consensus
Asking for help
Taking initiative
Alignment connection
Manipulating
Avoiding
Rapport like ability
Incentives
Reason
Research
Resonance
Representation
Resources rewards
Real-world events
Resistances
INFLUENCING POWER SOURCES
Coercion
Personal power
SOURCE TERRY BACON WECREATE
Knowledge Expressiveness
Intentionality+
Contextual power
HistoryNetwork
Reputation
Information
ResourcesRole
Character+
Attraction
WECREATErsquoS LEADERSHIP PYRAMID
Coercion
SOURCE BATISTA WECREATE
Sensing
Strategy
Intention
Tactics
Results
ldquoPower is the capacity to translate intention into reality and sustain itrdquoWARREN BENNIS
Coercion
SOURCE BATISTA WECREATE
Sensing
Strategy
Purpose
Intention
Tactics
Results
Alignment
WECREATErsquoS LEADERSHIP PYRAMID
ldquoDo you want to be a positive influence in the world First get your own life in order Ground yourself in the single principle so that your behaviour is wholesome and effective If you do that you will earn respect and be a powerful influencerdquo
JOHN HEIDER LEADERSHIP EXPERT
Coercion
SOURCE BATISTA WECREATE
Sensing
Strategy
Purpose
Intention
Tactics
Results
Alignment
WECREATErsquoS LEADERSHIP PYRAMID Story
PART 2
NICKWECREATE
STORYTELLING FOR LEADERS
STORIESWHAT DO YOU HEAR
ldquoIt is easy to forget how mysterious and mighty stories are They do their work in silence invisibility They work with all the internal materials of the mind and self They become part of you while changing you they are altering your worldrdquo
BEN OKRI
82
12rise
12 rise in cancer rates
over 3 months after taking X
ldquoWhen yoursquore conversing with coworkers customers or investors the richness and meaning of your story is what people really buy Everybody thinks itrsquos the return on investment that yoursquore sellingbut itrsquos really the story about ROI that an investor takes awayrdquo
TOM DUREL FORMER CIOSVP BLUE CROSS BLUE SHIELD FORMER CEO OCEANIA
70OF WHAT WE LEARN IS THROUGH STORIES
MOLDOUR MINDS
TEACH ENGAGE CHANGE
ldquoHuman minds yield helplessly to the suction of story No matter how hard we concentrate no matter how deep we dig in our heels we just canrsquot resist the gravity of alternate worldsrdquo
JONATHAN GOTTSCHALL
CHANGETHE FUTURE OF LIVES COMPANIES NATIONS
ldquoA good story well told makes you realise you were yearning for something you had no name for something you didnrsquot even know you wantedrdquo
FS MICHAELS
WHAT STORIES ARE ENERGIZING YOU AT THE MOMENT
HUMANCONSCIOUSNESS IS EMBEDDED amp ENACTED IN STORY
HEIDER SIMMEL
BRAINIS A STORY-TELLING MACHINE
HALFOUR WAKING HOURS ARE SPENT SPINNING STORIES
MIRRORWE lsquoCATCHrsquo
EMOTIONS FROM STORIES
Reason amp story
ldquoWe have this thing over here in the left side that weve called the interpreter that makes sense out of these modules that are constantly bombarding us with information with actual behaviors with felt states with everything Weve got to tell a story about whats going onrdquoMICHAEL GAZZANIGA
STORIESENGAGE PEOPLE AND ENCOURAGE THEM TO SEE WHAT IS POSSIBLE
ENGAGEMORE WE DO THE MORE WE INFLUENCE
ldquoYou canrsquot order commitment You canrsquot bribe people into passion And you canrsquot force a vision rdquo
FUTURE NAVIGATORS
WHAT ORDER SHOULD IT BE IN
LEADERSCREATE NEW REALITIES
ldquoLeadership exists when people are no longer victims of circumstances but participate in creating new circumstances Ultimately leadership is about creating new realitiesrdquo
PETER SENGE MIT
CHANGETHE PROJECT THE BUSINESS THE WORLD
CHANGETHE STORY
ldquoStories create the emotional context people need to locate themselves in a larger experiencerdquo
SCOTT BEDBURY
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
ldquoMany forms of decision-making especially those that involve a high level of risk and uncertainty involve biases and emotions that act at an implicit levelrdquo
THE ROLE OF EMOTION IN DECISIONMAKING A COGNITIVE NEUROSCIENCE PERSPECTIVE
9
vmPFC
SOURCE DAMASIO BACHARA BABA ET AL
INFLUENCING STRATEGIES
Coercion
Emotional techniques
Practical amp social techniques
Rational techniques
SOURCE TERRY BACON CIALDINI GARDNER WECREATE
Logic
Coercion threatening
Assertion
Commitment
Alliance building
Modeling
Appealing to values
Consulting
PersuadingReciprocity
Courting favour
Social proof
Authority
Charisma
Scarcity
Consistency
Consensus
Asking for help
Taking initiative
Alignment connection
Manipulating
Avoiding
Rapport like ability
Incentives
Reason
Research
Resonance
Representation
Resources rewards
Real-world events
Resistances
INFLUENCING POWER SOURCES
Coercion
Personal power
SOURCE TERRY BACON WECREATE
Knowledge Expressiveness
Intentionality+
Contextual power
HistoryNetwork
Reputation
Information
ResourcesRole
Character+
Attraction
WECREATErsquoS LEADERSHIP PYRAMID
Coercion
SOURCE BATISTA WECREATE
Sensing
Strategy
Intention
Tactics
Results
ldquoPower is the capacity to translate intention into reality and sustain itrdquoWARREN BENNIS
Coercion
SOURCE BATISTA WECREATE
Sensing
Strategy
Purpose
Intention
Tactics
Results
Alignment
WECREATErsquoS LEADERSHIP PYRAMID
ldquoDo you want to be a positive influence in the world First get your own life in order Ground yourself in the single principle so that your behaviour is wholesome and effective If you do that you will earn respect and be a powerful influencerdquo
JOHN HEIDER LEADERSHIP EXPERT
Coercion
SOURCE BATISTA WECREATE
Sensing
Strategy
Purpose
Intention
Tactics
Results
Alignment
WECREATErsquoS LEADERSHIP PYRAMID Story
PART 2
NICKWECREATE
STORYTELLING FOR LEADERS
STORIESWHAT DO YOU HEAR
ldquoIt is easy to forget how mysterious and mighty stories are They do their work in silence invisibility They work with all the internal materials of the mind and self They become part of you while changing you they are altering your worldrdquo
BEN OKRI
82
12rise
12 rise in cancer rates
over 3 months after taking X
ldquoWhen yoursquore conversing with coworkers customers or investors the richness and meaning of your story is what people really buy Everybody thinks itrsquos the return on investment that yoursquore sellingbut itrsquos really the story about ROI that an investor takes awayrdquo
TOM DUREL FORMER CIOSVP BLUE CROSS BLUE SHIELD FORMER CEO OCEANIA
70OF WHAT WE LEARN IS THROUGH STORIES
MOLDOUR MINDS
TEACH ENGAGE CHANGE
ldquoHuman minds yield helplessly to the suction of story No matter how hard we concentrate no matter how deep we dig in our heels we just canrsquot resist the gravity of alternate worldsrdquo
JONATHAN GOTTSCHALL
CHANGETHE FUTURE OF LIVES COMPANIES NATIONS
ldquoA good story well told makes you realise you were yearning for something you had no name for something you didnrsquot even know you wantedrdquo
FS MICHAELS
WHAT STORIES ARE ENERGIZING YOU AT THE MOMENT
HUMANCONSCIOUSNESS IS EMBEDDED amp ENACTED IN STORY
HEIDER SIMMEL
BRAINIS A STORY-TELLING MACHINE
HALFOUR WAKING HOURS ARE SPENT SPINNING STORIES
MIRRORWE lsquoCATCHrsquo
EMOTIONS FROM STORIES
Reason amp story
ldquoWe have this thing over here in the left side that weve called the interpreter that makes sense out of these modules that are constantly bombarding us with information with actual behaviors with felt states with everything Weve got to tell a story about whats going onrdquoMICHAEL GAZZANIGA
STORIESENGAGE PEOPLE AND ENCOURAGE THEM TO SEE WHAT IS POSSIBLE
ENGAGEMORE WE DO THE MORE WE INFLUENCE
ldquoYou canrsquot order commitment You canrsquot bribe people into passion And you canrsquot force a vision rdquo
FUTURE NAVIGATORS
WHAT ORDER SHOULD IT BE IN
LEADERSCREATE NEW REALITIES
ldquoLeadership exists when people are no longer victims of circumstances but participate in creating new circumstances Ultimately leadership is about creating new realitiesrdquo
PETER SENGE MIT
CHANGETHE PROJECT THE BUSINESS THE WORLD
CHANGETHE STORY
ldquoStories create the emotional context people need to locate themselves in a larger experiencerdquo
SCOTT BEDBURY
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
9
vmPFC
SOURCE DAMASIO BACHARA BABA ET AL
INFLUENCING STRATEGIES
Coercion
Emotional techniques
Practical amp social techniques
Rational techniques
SOURCE TERRY BACON CIALDINI GARDNER WECREATE
Logic
Coercion threatening
Assertion
Commitment
Alliance building
Modeling
Appealing to values
Consulting
PersuadingReciprocity
Courting favour
Social proof
Authority
Charisma
Scarcity
Consistency
Consensus
Asking for help
Taking initiative
Alignment connection
Manipulating
Avoiding
Rapport like ability
Incentives
Reason
Research
Resonance
Representation
Resources rewards
Real-world events
Resistances
INFLUENCING POWER SOURCES
Coercion
Personal power
SOURCE TERRY BACON WECREATE
Knowledge Expressiveness
Intentionality+
Contextual power
HistoryNetwork
Reputation
Information
ResourcesRole
Character+
Attraction
WECREATErsquoS LEADERSHIP PYRAMID
Coercion
SOURCE BATISTA WECREATE
Sensing
Strategy
Intention
Tactics
Results
ldquoPower is the capacity to translate intention into reality and sustain itrdquoWARREN BENNIS
Coercion
SOURCE BATISTA WECREATE
Sensing
Strategy
Purpose
Intention
Tactics
Results
Alignment
WECREATErsquoS LEADERSHIP PYRAMID
ldquoDo you want to be a positive influence in the world First get your own life in order Ground yourself in the single principle so that your behaviour is wholesome and effective If you do that you will earn respect and be a powerful influencerdquo
JOHN HEIDER LEADERSHIP EXPERT
Coercion
SOURCE BATISTA WECREATE
Sensing
Strategy
Purpose
Intention
Tactics
Results
Alignment
WECREATErsquoS LEADERSHIP PYRAMID Story
PART 2
NICKWECREATE
STORYTELLING FOR LEADERS
STORIESWHAT DO YOU HEAR
ldquoIt is easy to forget how mysterious and mighty stories are They do their work in silence invisibility They work with all the internal materials of the mind and self They become part of you while changing you they are altering your worldrdquo
BEN OKRI
82
12rise
12 rise in cancer rates
over 3 months after taking X
ldquoWhen yoursquore conversing with coworkers customers or investors the richness and meaning of your story is what people really buy Everybody thinks itrsquos the return on investment that yoursquore sellingbut itrsquos really the story about ROI that an investor takes awayrdquo
TOM DUREL FORMER CIOSVP BLUE CROSS BLUE SHIELD FORMER CEO OCEANIA
70OF WHAT WE LEARN IS THROUGH STORIES
MOLDOUR MINDS
TEACH ENGAGE CHANGE
ldquoHuman minds yield helplessly to the suction of story No matter how hard we concentrate no matter how deep we dig in our heels we just canrsquot resist the gravity of alternate worldsrdquo
JONATHAN GOTTSCHALL
CHANGETHE FUTURE OF LIVES COMPANIES NATIONS
ldquoA good story well told makes you realise you were yearning for something you had no name for something you didnrsquot even know you wantedrdquo
FS MICHAELS
WHAT STORIES ARE ENERGIZING YOU AT THE MOMENT
HUMANCONSCIOUSNESS IS EMBEDDED amp ENACTED IN STORY
HEIDER SIMMEL
BRAINIS A STORY-TELLING MACHINE
HALFOUR WAKING HOURS ARE SPENT SPINNING STORIES
MIRRORWE lsquoCATCHrsquo
EMOTIONS FROM STORIES
Reason amp story
ldquoWe have this thing over here in the left side that weve called the interpreter that makes sense out of these modules that are constantly bombarding us with information with actual behaviors with felt states with everything Weve got to tell a story about whats going onrdquoMICHAEL GAZZANIGA
STORIESENGAGE PEOPLE AND ENCOURAGE THEM TO SEE WHAT IS POSSIBLE
ENGAGEMORE WE DO THE MORE WE INFLUENCE
ldquoYou canrsquot order commitment You canrsquot bribe people into passion And you canrsquot force a vision rdquo
FUTURE NAVIGATORS
WHAT ORDER SHOULD IT BE IN
LEADERSCREATE NEW REALITIES
ldquoLeadership exists when people are no longer victims of circumstances but participate in creating new circumstances Ultimately leadership is about creating new realitiesrdquo
PETER SENGE MIT
CHANGETHE PROJECT THE BUSINESS THE WORLD
CHANGETHE STORY
ldquoStories create the emotional context people need to locate themselves in a larger experiencerdquo
SCOTT BEDBURY
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
INFLUENCING STRATEGIES
Coercion
Emotional techniques
Practical amp social techniques
Rational techniques
SOURCE TERRY BACON CIALDINI GARDNER WECREATE
Logic
Coercion threatening
Assertion
Commitment
Alliance building
Modeling
Appealing to values
Consulting
PersuadingReciprocity
Courting favour
Social proof
Authority
Charisma
Scarcity
Consistency
Consensus
Asking for help
Taking initiative
Alignment connection
Manipulating
Avoiding
Rapport like ability
Incentives
Reason
Research
Resonance
Representation
Resources rewards
Real-world events
Resistances
INFLUENCING POWER SOURCES
Coercion
Personal power
SOURCE TERRY BACON WECREATE
Knowledge Expressiveness
Intentionality+
Contextual power
HistoryNetwork
Reputation
Information
ResourcesRole
Character+
Attraction
WECREATErsquoS LEADERSHIP PYRAMID
Coercion
SOURCE BATISTA WECREATE
Sensing
Strategy
Intention
Tactics
Results
ldquoPower is the capacity to translate intention into reality and sustain itrdquoWARREN BENNIS
Coercion
SOURCE BATISTA WECREATE
Sensing
Strategy
Purpose
Intention
Tactics
Results
Alignment
WECREATErsquoS LEADERSHIP PYRAMID
ldquoDo you want to be a positive influence in the world First get your own life in order Ground yourself in the single principle so that your behaviour is wholesome and effective If you do that you will earn respect and be a powerful influencerdquo
JOHN HEIDER LEADERSHIP EXPERT
Coercion
SOURCE BATISTA WECREATE
Sensing
Strategy
Purpose
Intention
Tactics
Results
Alignment
WECREATErsquoS LEADERSHIP PYRAMID Story
PART 2
NICKWECREATE
STORYTELLING FOR LEADERS
STORIESWHAT DO YOU HEAR
ldquoIt is easy to forget how mysterious and mighty stories are They do their work in silence invisibility They work with all the internal materials of the mind and self They become part of you while changing you they are altering your worldrdquo
BEN OKRI
82
12rise
12 rise in cancer rates
over 3 months after taking X
ldquoWhen yoursquore conversing with coworkers customers or investors the richness and meaning of your story is what people really buy Everybody thinks itrsquos the return on investment that yoursquore sellingbut itrsquos really the story about ROI that an investor takes awayrdquo
TOM DUREL FORMER CIOSVP BLUE CROSS BLUE SHIELD FORMER CEO OCEANIA
70OF WHAT WE LEARN IS THROUGH STORIES
MOLDOUR MINDS
TEACH ENGAGE CHANGE
ldquoHuman minds yield helplessly to the suction of story No matter how hard we concentrate no matter how deep we dig in our heels we just canrsquot resist the gravity of alternate worldsrdquo
JONATHAN GOTTSCHALL
CHANGETHE FUTURE OF LIVES COMPANIES NATIONS
ldquoA good story well told makes you realise you were yearning for something you had no name for something you didnrsquot even know you wantedrdquo
FS MICHAELS
WHAT STORIES ARE ENERGIZING YOU AT THE MOMENT
HUMANCONSCIOUSNESS IS EMBEDDED amp ENACTED IN STORY
HEIDER SIMMEL
BRAINIS A STORY-TELLING MACHINE
HALFOUR WAKING HOURS ARE SPENT SPINNING STORIES
MIRRORWE lsquoCATCHrsquo
EMOTIONS FROM STORIES
Reason amp story
ldquoWe have this thing over here in the left side that weve called the interpreter that makes sense out of these modules that are constantly bombarding us with information with actual behaviors with felt states with everything Weve got to tell a story about whats going onrdquoMICHAEL GAZZANIGA
STORIESENGAGE PEOPLE AND ENCOURAGE THEM TO SEE WHAT IS POSSIBLE
ENGAGEMORE WE DO THE MORE WE INFLUENCE
ldquoYou canrsquot order commitment You canrsquot bribe people into passion And you canrsquot force a vision rdquo
FUTURE NAVIGATORS
WHAT ORDER SHOULD IT BE IN
LEADERSCREATE NEW REALITIES
ldquoLeadership exists when people are no longer victims of circumstances but participate in creating new circumstances Ultimately leadership is about creating new realitiesrdquo
PETER SENGE MIT
CHANGETHE PROJECT THE BUSINESS THE WORLD
CHANGETHE STORY
ldquoStories create the emotional context people need to locate themselves in a larger experiencerdquo
SCOTT BEDBURY
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
INFLUENCING POWER SOURCES
Coercion
Personal power
SOURCE TERRY BACON WECREATE
Knowledge Expressiveness
Intentionality+
Contextual power
HistoryNetwork
Reputation
Information
ResourcesRole
Character+
Attraction
WECREATErsquoS LEADERSHIP PYRAMID
Coercion
SOURCE BATISTA WECREATE
Sensing
Strategy
Intention
Tactics
Results
ldquoPower is the capacity to translate intention into reality and sustain itrdquoWARREN BENNIS
Coercion
SOURCE BATISTA WECREATE
Sensing
Strategy
Purpose
Intention
Tactics
Results
Alignment
WECREATErsquoS LEADERSHIP PYRAMID
ldquoDo you want to be a positive influence in the world First get your own life in order Ground yourself in the single principle so that your behaviour is wholesome and effective If you do that you will earn respect and be a powerful influencerdquo
JOHN HEIDER LEADERSHIP EXPERT
Coercion
SOURCE BATISTA WECREATE
Sensing
Strategy
Purpose
Intention
Tactics
Results
Alignment
WECREATErsquoS LEADERSHIP PYRAMID Story
PART 2
NICKWECREATE
STORYTELLING FOR LEADERS
STORIESWHAT DO YOU HEAR
ldquoIt is easy to forget how mysterious and mighty stories are They do their work in silence invisibility They work with all the internal materials of the mind and self They become part of you while changing you they are altering your worldrdquo
BEN OKRI
82
12rise
12 rise in cancer rates
over 3 months after taking X
ldquoWhen yoursquore conversing with coworkers customers or investors the richness and meaning of your story is what people really buy Everybody thinks itrsquos the return on investment that yoursquore sellingbut itrsquos really the story about ROI that an investor takes awayrdquo
TOM DUREL FORMER CIOSVP BLUE CROSS BLUE SHIELD FORMER CEO OCEANIA
70OF WHAT WE LEARN IS THROUGH STORIES
MOLDOUR MINDS
TEACH ENGAGE CHANGE
ldquoHuman minds yield helplessly to the suction of story No matter how hard we concentrate no matter how deep we dig in our heels we just canrsquot resist the gravity of alternate worldsrdquo
JONATHAN GOTTSCHALL
CHANGETHE FUTURE OF LIVES COMPANIES NATIONS
ldquoA good story well told makes you realise you were yearning for something you had no name for something you didnrsquot even know you wantedrdquo
FS MICHAELS
WHAT STORIES ARE ENERGIZING YOU AT THE MOMENT
HUMANCONSCIOUSNESS IS EMBEDDED amp ENACTED IN STORY
HEIDER SIMMEL
BRAINIS A STORY-TELLING MACHINE
HALFOUR WAKING HOURS ARE SPENT SPINNING STORIES
MIRRORWE lsquoCATCHrsquo
EMOTIONS FROM STORIES
Reason amp story
ldquoWe have this thing over here in the left side that weve called the interpreter that makes sense out of these modules that are constantly bombarding us with information with actual behaviors with felt states with everything Weve got to tell a story about whats going onrdquoMICHAEL GAZZANIGA
STORIESENGAGE PEOPLE AND ENCOURAGE THEM TO SEE WHAT IS POSSIBLE
ENGAGEMORE WE DO THE MORE WE INFLUENCE
ldquoYou canrsquot order commitment You canrsquot bribe people into passion And you canrsquot force a vision rdquo
FUTURE NAVIGATORS
WHAT ORDER SHOULD IT BE IN
LEADERSCREATE NEW REALITIES
ldquoLeadership exists when people are no longer victims of circumstances but participate in creating new circumstances Ultimately leadership is about creating new realitiesrdquo
PETER SENGE MIT
CHANGETHE PROJECT THE BUSINESS THE WORLD
CHANGETHE STORY
ldquoStories create the emotional context people need to locate themselves in a larger experiencerdquo
SCOTT BEDBURY
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
WECREATErsquoS LEADERSHIP PYRAMID
Coercion
SOURCE BATISTA WECREATE
Sensing
Strategy
Intention
Tactics
Results
ldquoPower is the capacity to translate intention into reality and sustain itrdquoWARREN BENNIS
Coercion
SOURCE BATISTA WECREATE
Sensing
Strategy
Purpose
Intention
Tactics
Results
Alignment
WECREATErsquoS LEADERSHIP PYRAMID
ldquoDo you want to be a positive influence in the world First get your own life in order Ground yourself in the single principle so that your behaviour is wholesome and effective If you do that you will earn respect and be a powerful influencerdquo
JOHN HEIDER LEADERSHIP EXPERT
Coercion
SOURCE BATISTA WECREATE
Sensing
Strategy
Purpose
Intention
Tactics
Results
Alignment
WECREATErsquoS LEADERSHIP PYRAMID Story
PART 2
NICKWECREATE
STORYTELLING FOR LEADERS
STORIESWHAT DO YOU HEAR
ldquoIt is easy to forget how mysterious and mighty stories are They do their work in silence invisibility They work with all the internal materials of the mind and self They become part of you while changing you they are altering your worldrdquo
BEN OKRI
82
12rise
12 rise in cancer rates
over 3 months after taking X
ldquoWhen yoursquore conversing with coworkers customers or investors the richness and meaning of your story is what people really buy Everybody thinks itrsquos the return on investment that yoursquore sellingbut itrsquos really the story about ROI that an investor takes awayrdquo
TOM DUREL FORMER CIOSVP BLUE CROSS BLUE SHIELD FORMER CEO OCEANIA
70OF WHAT WE LEARN IS THROUGH STORIES
MOLDOUR MINDS
TEACH ENGAGE CHANGE
ldquoHuman minds yield helplessly to the suction of story No matter how hard we concentrate no matter how deep we dig in our heels we just canrsquot resist the gravity of alternate worldsrdquo
JONATHAN GOTTSCHALL
CHANGETHE FUTURE OF LIVES COMPANIES NATIONS
ldquoA good story well told makes you realise you were yearning for something you had no name for something you didnrsquot even know you wantedrdquo
FS MICHAELS
WHAT STORIES ARE ENERGIZING YOU AT THE MOMENT
HUMANCONSCIOUSNESS IS EMBEDDED amp ENACTED IN STORY
HEIDER SIMMEL
BRAINIS A STORY-TELLING MACHINE
HALFOUR WAKING HOURS ARE SPENT SPINNING STORIES
MIRRORWE lsquoCATCHrsquo
EMOTIONS FROM STORIES
Reason amp story
ldquoWe have this thing over here in the left side that weve called the interpreter that makes sense out of these modules that are constantly bombarding us with information with actual behaviors with felt states with everything Weve got to tell a story about whats going onrdquoMICHAEL GAZZANIGA
STORIESENGAGE PEOPLE AND ENCOURAGE THEM TO SEE WHAT IS POSSIBLE
ENGAGEMORE WE DO THE MORE WE INFLUENCE
ldquoYou canrsquot order commitment You canrsquot bribe people into passion And you canrsquot force a vision rdquo
FUTURE NAVIGATORS
WHAT ORDER SHOULD IT BE IN
LEADERSCREATE NEW REALITIES
ldquoLeadership exists when people are no longer victims of circumstances but participate in creating new circumstances Ultimately leadership is about creating new realitiesrdquo
PETER SENGE MIT
CHANGETHE PROJECT THE BUSINESS THE WORLD
CHANGETHE STORY
ldquoStories create the emotional context people need to locate themselves in a larger experiencerdquo
SCOTT BEDBURY
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
ldquoPower is the capacity to translate intention into reality and sustain itrdquoWARREN BENNIS
Coercion
SOURCE BATISTA WECREATE
Sensing
Strategy
Purpose
Intention
Tactics
Results
Alignment
WECREATErsquoS LEADERSHIP PYRAMID
ldquoDo you want to be a positive influence in the world First get your own life in order Ground yourself in the single principle so that your behaviour is wholesome and effective If you do that you will earn respect and be a powerful influencerdquo
JOHN HEIDER LEADERSHIP EXPERT
Coercion
SOURCE BATISTA WECREATE
Sensing
Strategy
Purpose
Intention
Tactics
Results
Alignment
WECREATErsquoS LEADERSHIP PYRAMID Story
PART 2
NICKWECREATE
STORYTELLING FOR LEADERS
STORIESWHAT DO YOU HEAR
ldquoIt is easy to forget how mysterious and mighty stories are They do their work in silence invisibility They work with all the internal materials of the mind and self They become part of you while changing you they are altering your worldrdquo
BEN OKRI
82
12rise
12 rise in cancer rates
over 3 months after taking X
ldquoWhen yoursquore conversing with coworkers customers or investors the richness and meaning of your story is what people really buy Everybody thinks itrsquos the return on investment that yoursquore sellingbut itrsquos really the story about ROI that an investor takes awayrdquo
TOM DUREL FORMER CIOSVP BLUE CROSS BLUE SHIELD FORMER CEO OCEANIA
70OF WHAT WE LEARN IS THROUGH STORIES
MOLDOUR MINDS
TEACH ENGAGE CHANGE
ldquoHuman minds yield helplessly to the suction of story No matter how hard we concentrate no matter how deep we dig in our heels we just canrsquot resist the gravity of alternate worldsrdquo
JONATHAN GOTTSCHALL
CHANGETHE FUTURE OF LIVES COMPANIES NATIONS
ldquoA good story well told makes you realise you were yearning for something you had no name for something you didnrsquot even know you wantedrdquo
FS MICHAELS
WHAT STORIES ARE ENERGIZING YOU AT THE MOMENT
HUMANCONSCIOUSNESS IS EMBEDDED amp ENACTED IN STORY
HEIDER SIMMEL
BRAINIS A STORY-TELLING MACHINE
HALFOUR WAKING HOURS ARE SPENT SPINNING STORIES
MIRRORWE lsquoCATCHrsquo
EMOTIONS FROM STORIES
Reason amp story
ldquoWe have this thing over here in the left side that weve called the interpreter that makes sense out of these modules that are constantly bombarding us with information with actual behaviors with felt states with everything Weve got to tell a story about whats going onrdquoMICHAEL GAZZANIGA
STORIESENGAGE PEOPLE AND ENCOURAGE THEM TO SEE WHAT IS POSSIBLE
ENGAGEMORE WE DO THE MORE WE INFLUENCE
ldquoYou canrsquot order commitment You canrsquot bribe people into passion And you canrsquot force a vision rdquo
FUTURE NAVIGATORS
WHAT ORDER SHOULD IT BE IN
LEADERSCREATE NEW REALITIES
ldquoLeadership exists when people are no longer victims of circumstances but participate in creating new circumstances Ultimately leadership is about creating new realitiesrdquo
PETER SENGE MIT
CHANGETHE PROJECT THE BUSINESS THE WORLD
CHANGETHE STORY
ldquoStories create the emotional context people need to locate themselves in a larger experiencerdquo
SCOTT BEDBURY
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
Coercion
SOURCE BATISTA WECREATE
Sensing
Strategy
Purpose
Intention
Tactics
Results
Alignment
WECREATErsquoS LEADERSHIP PYRAMID
ldquoDo you want to be a positive influence in the world First get your own life in order Ground yourself in the single principle so that your behaviour is wholesome and effective If you do that you will earn respect and be a powerful influencerdquo
JOHN HEIDER LEADERSHIP EXPERT
Coercion
SOURCE BATISTA WECREATE
Sensing
Strategy
Purpose
Intention
Tactics
Results
Alignment
WECREATErsquoS LEADERSHIP PYRAMID Story
PART 2
NICKWECREATE
STORYTELLING FOR LEADERS
STORIESWHAT DO YOU HEAR
ldquoIt is easy to forget how mysterious and mighty stories are They do their work in silence invisibility They work with all the internal materials of the mind and self They become part of you while changing you they are altering your worldrdquo
BEN OKRI
82
12rise
12 rise in cancer rates
over 3 months after taking X
ldquoWhen yoursquore conversing with coworkers customers or investors the richness and meaning of your story is what people really buy Everybody thinks itrsquos the return on investment that yoursquore sellingbut itrsquos really the story about ROI that an investor takes awayrdquo
TOM DUREL FORMER CIOSVP BLUE CROSS BLUE SHIELD FORMER CEO OCEANIA
70OF WHAT WE LEARN IS THROUGH STORIES
MOLDOUR MINDS
TEACH ENGAGE CHANGE
ldquoHuman minds yield helplessly to the suction of story No matter how hard we concentrate no matter how deep we dig in our heels we just canrsquot resist the gravity of alternate worldsrdquo
JONATHAN GOTTSCHALL
CHANGETHE FUTURE OF LIVES COMPANIES NATIONS
ldquoA good story well told makes you realise you were yearning for something you had no name for something you didnrsquot even know you wantedrdquo
FS MICHAELS
WHAT STORIES ARE ENERGIZING YOU AT THE MOMENT
HUMANCONSCIOUSNESS IS EMBEDDED amp ENACTED IN STORY
HEIDER SIMMEL
BRAINIS A STORY-TELLING MACHINE
HALFOUR WAKING HOURS ARE SPENT SPINNING STORIES
MIRRORWE lsquoCATCHrsquo
EMOTIONS FROM STORIES
Reason amp story
ldquoWe have this thing over here in the left side that weve called the interpreter that makes sense out of these modules that are constantly bombarding us with information with actual behaviors with felt states with everything Weve got to tell a story about whats going onrdquoMICHAEL GAZZANIGA
STORIESENGAGE PEOPLE AND ENCOURAGE THEM TO SEE WHAT IS POSSIBLE
ENGAGEMORE WE DO THE MORE WE INFLUENCE
ldquoYou canrsquot order commitment You canrsquot bribe people into passion And you canrsquot force a vision rdquo
FUTURE NAVIGATORS
WHAT ORDER SHOULD IT BE IN
LEADERSCREATE NEW REALITIES
ldquoLeadership exists when people are no longer victims of circumstances but participate in creating new circumstances Ultimately leadership is about creating new realitiesrdquo
PETER SENGE MIT
CHANGETHE PROJECT THE BUSINESS THE WORLD
CHANGETHE STORY
ldquoStories create the emotional context people need to locate themselves in a larger experiencerdquo
SCOTT BEDBURY
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
ldquoDo you want to be a positive influence in the world First get your own life in order Ground yourself in the single principle so that your behaviour is wholesome and effective If you do that you will earn respect and be a powerful influencerdquo
JOHN HEIDER LEADERSHIP EXPERT
Coercion
SOURCE BATISTA WECREATE
Sensing
Strategy
Purpose
Intention
Tactics
Results
Alignment
WECREATErsquoS LEADERSHIP PYRAMID Story
PART 2
NICKWECREATE
STORYTELLING FOR LEADERS
STORIESWHAT DO YOU HEAR
ldquoIt is easy to forget how mysterious and mighty stories are They do their work in silence invisibility They work with all the internal materials of the mind and self They become part of you while changing you they are altering your worldrdquo
BEN OKRI
82
12rise
12 rise in cancer rates
over 3 months after taking X
ldquoWhen yoursquore conversing with coworkers customers or investors the richness and meaning of your story is what people really buy Everybody thinks itrsquos the return on investment that yoursquore sellingbut itrsquos really the story about ROI that an investor takes awayrdquo
TOM DUREL FORMER CIOSVP BLUE CROSS BLUE SHIELD FORMER CEO OCEANIA
70OF WHAT WE LEARN IS THROUGH STORIES
MOLDOUR MINDS
TEACH ENGAGE CHANGE
ldquoHuman minds yield helplessly to the suction of story No matter how hard we concentrate no matter how deep we dig in our heels we just canrsquot resist the gravity of alternate worldsrdquo
JONATHAN GOTTSCHALL
CHANGETHE FUTURE OF LIVES COMPANIES NATIONS
ldquoA good story well told makes you realise you were yearning for something you had no name for something you didnrsquot even know you wantedrdquo
FS MICHAELS
WHAT STORIES ARE ENERGIZING YOU AT THE MOMENT
HUMANCONSCIOUSNESS IS EMBEDDED amp ENACTED IN STORY
HEIDER SIMMEL
BRAINIS A STORY-TELLING MACHINE
HALFOUR WAKING HOURS ARE SPENT SPINNING STORIES
MIRRORWE lsquoCATCHrsquo
EMOTIONS FROM STORIES
Reason amp story
ldquoWe have this thing over here in the left side that weve called the interpreter that makes sense out of these modules that are constantly bombarding us with information with actual behaviors with felt states with everything Weve got to tell a story about whats going onrdquoMICHAEL GAZZANIGA
STORIESENGAGE PEOPLE AND ENCOURAGE THEM TO SEE WHAT IS POSSIBLE
ENGAGEMORE WE DO THE MORE WE INFLUENCE
ldquoYou canrsquot order commitment You canrsquot bribe people into passion And you canrsquot force a vision rdquo
FUTURE NAVIGATORS
WHAT ORDER SHOULD IT BE IN
LEADERSCREATE NEW REALITIES
ldquoLeadership exists when people are no longer victims of circumstances but participate in creating new circumstances Ultimately leadership is about creating new realitiesrdquo
PETER SENGE MIT
CHANGETHE PROJECT THE BUSINESS THE WORLD
CHANGETHE STORY
ldquoStories create the emotional context people need to locate themselves in a larger experiencerdquo
SCOTT BEDBURY
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
Coercion
SOURCE BATISTA WECREATE
Sensing
Strategy
Purpose
Intention
Tactics
Results
Alignment
WECREATErsquoS LEADERSHIP PYRAMID Story
PART 2
NICKWECREATE
STORYTELLING FOR LEADERS
STORIESWHAT DO YOU HEAR
ldquoIt is easy to forget how mysterious and mighty stories are They do their work in silence invisibility They work with all the internal materials of the mind and self They become part of you while changing you they are altering your worldrdquo
BEN OKRI
82
12rise
12 rise in cancer rates
over 3 months after taking X
ldquoWhen yoursquore conversing with coworkers customers or investors the richness and meaning of your story is what people really buy Everybody thinks itrsquos the return on investment that yoursquore sellingbut itrsquos really the story about ROI that an investor takes awayrdquo
TOM DUREL FORMER CIOSVP BLUE CROSS BLUE SHIELD FORMER CEO OCEANIA
70OF WHAT WE LEARN IS THROUGH STORIES
MOLDOUR MINDS
TEACH ENGAGE CHANGE
ldquoHuman minds yield helplessly to the suction of story No matter how hard we concentrate no matter how deep we dig in our heels we just canrsquot resist the gravity of alternate worldsrdquo
JONATHAN GOTTSCHALL
CHANGETHE FUTURE OF LIVES COMPANIES NATIONS
ldquoA good story well told makes you realise you were yearning for something you had no name for something you didnrsquot even know you wantedrdquo
FS MICHAELS
WHAT STORIES ARE ENERGIZING YOU AT THE MOMENT
HUMANCONSCIOUSNESS IS EMBEDDED amp ENACTED IN STORY
HEIDER SIMMEL
BRAINIS A STORY-TELLING MACHINE
HALFOUR WAKING HOURS ARE SPENT SPINNING STORIES
MIRRORWE lsquoCATCHrsquo
EMOTIONS FROM STORIES
Reason amp story
ldquoWe have this thing over here in the left side that weve called the interpreter that makes sense out of these modules that are constantly bombarding us with information with actual behaviors with felt states with everything Weve got to tell a story about whats going onrdquoMICHAEL GAZZANIGA
STORIESENGAGE PEOPLE AND ENCOURAGE THEM TO SEE WHAT IS POSSIBLE
ENGAGEMORE WE DO THE MORE WE INFLUENCE
ldquoYou canrsquot order commitment You canrsquot bribe people into passion And you canrsquot force a vision rdquo
FUTURE NAVIGATORS
WHAT ORDER SHOULD IT BE IN
LEADERSCREATE NEW REALITIES
ldquoLeadership exists when people are no longer victims of circumstances but participate in creating new circumstances Ultimately leadership is about creating new realitiesrdquo
PETER SENGE MIT
CHANGETHE PROJECT THE BUSINESS THE WORLD
CHANGETHE STORY
ldquoStories create the emotional context people need to locate themselves in a larger experiencerdquo
SCOTT BEDBURY
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
PART 2
NICKWECREATE
STORYTELLING FOR LEADERS
STORIESWHAT DO YOU HEAR
ldquoIt is easy to forget how mysterious and mighty stories are They do their work in silence invisibility They work with all the internal materials of the mind and self They become part of you while changing you they are altering your worldrdquo
BEN OKRI
82
12rise
12 rise in cancer rates
over 3 months after taking X
ldquoWhen yoursquore conversing with coworkers customers or investors the richness and meaning of your story is what people really buy Everybody thinks itrsquos the return on investment that yoursquore sellingbut itrsquos really the story about ROI that an investor takes awayrdquo
TOM DUREL FORMER CIOSVP BLUE CROSS BLUE SHIELD FORMER CEO OCEANIA
70OF WHAT WE LEARN IS THROUGH STORIES
MOLDOUR MINDS
TEACH ENGAGE CHANGE
ldquoHuman minds yield helplessly to the suction of story No matter how hard we concentrate no matter how deep we dig in our heels we just canrsquot resist the gravity of alternate worldsrdquo
JONATHAN GOTTSCHALL
CHANGETHE FUTURE OF LIVES COMPANIES NATIONS
ldquoA good story well told makes you realise you were yearning for something you had no name for something you didnrsquot even know you wantedrdquo
FS MICHAELS
WHAT STORIES ARE ENERGIZING YOU AT THE MOMENT
HUMANCONSCIOUSNESS IS EMBEDDED amp ENACTED IN STORY
HEIDER SIMMEL
BRAINIS A STORY-TELLING MACHINE
HALFOUR WAKING HOURS ARE SPENT SPINNING STORIES
MIRRORWE lsquoCATCHrsquo
EMOTIONS FROM STORIES
Reason amp story
ldquoWe have this thing over here in the left side that weve called the interpreter that makes sense out of these modules that are constantly bombarding us with information with actual behaviors with felt states with everything Weve got to tell a story about whats going onrdquoMICHAEL GAZZANIGA
STORIESENGAGE PEOPLE AND ENCOURAGE THEM TO SEE WHAT IS POSSIBLE
ENGAGEMORE WE DO THE MORE WE INFLUENCE
ldquoYou canrsquot order commitment You canrsquot bribe people into passion And you canrsquot force a vision rdquo
FUTURE NAVIGATORS
WHAT ORDER SHOULD IT BE IN
LEADERSCREATE NEW REALITIES
ldquoLeadership exists when people are no longer victims of circumstances but participate in creating new circumstances Ultimately leadership is about creating new realitiesrdquo
PETER SENGE MIT
CHANGETHE PROJECT THE BUSINESS THE WORLD
CHANGETHE STORY
ldquoStories create the emotional context people need to locate themselves in a larger experiencerdquo
SCOTT BEDBURY
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
STORIESWHAT DO YOU HEAR
ldquoIt is easy to forget how mysterious and mighty stories are They do their work in silence invisibility They work with all the internal materials of the mind and self They become part of you while changing you they are altering your worldrdquo
BEN OKRI
82
12rise
12 rise in cancer rates
over 3 months after taking X
ldquoWhen yoursquore conversing with coworkers customers or investors the richness and meaning of your story is what people really buy Everybody thinks itrsquos the return on investment that yoursquore sellingbut itrsquos really the story about ROI that an investor takes awayrdquo
TOM DUREL FORMER CIOSVP BLUE CROSS BLUE SHIELD FORMER CEO OCEANIA
70OF WHAT WE LEARN IS THROUGH STORIES
MOLDOUR MINDS
TEACH ENGAGE CHANGE
ldquoHuman minds yield helplessly to the suction of story No matter how hard we concentrate no matter how deep we dig in our heels we just canrsquot resist the gravity of alternate worldsrdquo
JONATHAN GOTTSCHALL
CHANGETHE FUTURE OF LIVES COMPANIES NATIONS
ldquoA good story well told makes you realise you were yearning for something you had no name for something you didnrsquot even know you wantedrdquo
FS MICHAELS
WHAT STORIES ARE ENERGIZING YOU AT THE MOMENT
HUMANCONSCIOUSNESS IS EMBEDDED amp ENACTED IN STORY
HEIDER SIMMEL
BRAINIS A STORY-TELLING MACHINE
HALFOUR WAKING HOURS ARE SPENT SPINNING STORIES
MIRRORWE lsquoCATCHrsquo
EMOTIONS FROM STORIES
Reason amp story
ldquoWe have this thing over here in the left side that weve called the interpreter that makes sense out of these modules that are constantly bombarding us with information with actual behaviors with felt states with everything Weve got to tell a story about whats going onrdquoMICHAEL GAZZANIGA
STORIESENGAGE PEOPLE AND ENCOURAGE THEM TO SEE WHAT IS POSSIBLE
ENGAGEMORE WE DO THE MORE WE INFLUENCE
ldquoYou canrsquot order commitment You canrsquot bribe people into passion And you canrsquot force a vision rdquo
FUTURE NAVIGATORS
WHAT ORDER SHOULD IT BE IN
LEADERSCREATE NEW REALITIES
ldquoLeadership exists when people are no longer victims of circumstances but participate in creating new circumstances Ultimately leadership is about creating new realitiesrdquo
PETER SENGE MIT
CHANGETHE PROJECT THE BUSINESS THE WORLD
CHANGETHE STORY
ldquoStories create the emotional context people need to locate themselves in a larger experiencerdquo
SCOTT BEDBURY
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
ldquoIt is easy to forget how mysterious and mighty stories are They do their work in silence invisibility They work with all the internal materials of the mind and self They become part of you while changing you they are altering your worldrdquo
BEN OKRI
82
12rise
12 rise in cancer rates
over 3 months after taking X
ldquoWhen yoursquore conversing with coworkers customers or investors the richness and meaning of your story is what people really buy Everybody thinks itrsquos the return on investment that yoursquore sellingbut itrsquos really the story about ROI that an investor takes awayrdquo
TOM DUREL FORMER CIOSVP BLUE CROSS BLUE SHIELD FORMER CEO OCEANIA
70OF WHAT WE LEARN IS THROUGH STORIES
MOLDOUR MINDS
TEACH ENGAGE CHANGE
ldquoHuman minds yield helplessly to the suction of story No matter how hard we concentrate no matter how deep we dig in our heels we just canrsquot resist the gravity of alternate worldsrdquo
JONATHAN GOTTSCHALL
CHANGETHE FUTURE OF LIVES COMPANIES NATIONS
ldquoA good story well told makes you realise you were yearning for something you had no name for something you didnrsquot even know you wantedrdquo
FS MICHAELS
WHAT STORIES ARE ENERGIZING YOU AT THE MOMENT
HUMANCONSCIOUSNESS IS EMBEDDED amp ENACTED IN STORY
HEIDER SIMMEL
BRAINIS A STORY-TELLING MACHINE
HALFOUR WAKING HOURS ARE SPENT SPINNING STORIES
MIRRORWE lsquoCATCHrsquo
EMOTIONS FROM STORIES
Reason amp story
ldquoWe have this thing over here in the left side that weve called the interpreter that makes sense out of these modules that are constantly bombarding us with information with actual behaviors with felt states with everything Weve got to tell a story about whats going onrdquoMICHAEL GAZZANIGA
STORIESENGAGE PEOPLE AND ENCOURAGE THEM TO SEE WHAT IS POSSIBLE
ENGAGEMORE WE DO THE MORE WE INFLUENCE
ldquoYou canrsquot order commitment You canrsquot bribe people into passion And you canrsquot force a vision rdquo
FUTURE NAVIGATORS
WHAT ORDER SHOULD IT BE IN
LEADERSCREATE NEW REALITIES
ldquoLeadership exists when people are no longer victims of circumstances but participate in creating new circumstances Ultimately leadership is about creating new realitiesrdquo
PETER SENGE MIT
CHANGETHE PROJECT THE BUSINESS THE WORLD
CHANGETHE STORY
ldquoStories create the emotional context people need to locate themselves in a larger experiencerdquo
SCOTT BEDBURY
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
82
12rise
12 rise in cancer rates
over 3 months after taking X
ldquoWhen yoursquore conversing with coworkers customers or investors the richness and meaning of your story is what people really buy Everybody thinks itrsquos the return on investment that yoursquore sellingbut itrsquos really the story about ROI that an investor takes awayrdquo
TOM DUREL FORMER CIOSVP BLUE CROSS BLUE SHIELD FORMER CEO OCEANIA
70OF WHAT WE LEARN IS THROUGH STORIES
MOLDOUR MINDS
TEACH ENGAGE CHANGE
ldquoHuman minds yield helplessly to the suction of story No matter how hard we concentrate no matter how deep we dig in our heels we just canrsquot resist the gravity of alternate worldsrdquo
JONATHAN GOTTSCHALL
CHANGETHE FUTURE OF LIVES COMPANIES NATIONS
ldquoA good story well told makes you realise you were yearning for something you had no name for something you didnrsquot even know you wantedrdquo
FS MICHAELS
WHAT STORIES ARE ENERGIZING YOU AT THE MOMENT
HUMANCONSCIOUSNESS IS EMBEDDED amp ENACTED IN STORY
HEIDER SIMMEL
BRAINIS A STORY-TELLING MACHINE
HALFOUR WAKING HOURS ARE SPENT SPINNING STORIES
MIRRORWE lsquoCATCHrsquo
EMOTIONS FROM STORIES
Reason amp story
ldquoWe have this thing over here in the left side that weve called the interpreter that makes sense out of these modules that are constantly bombarding us with information with actual behaviors with felt states with everything Weve got to tell a story about whats going onrdquoMICHAEL GAZZANIGA
STORIESENGAGE PEOPLE AND ENCOURAGE THEM TO SEE WHAT IS POSSIBLE
ENGAGEMORE WE DO THE MORE WE INFLUENCE
ldquoYou canrsquot order commitment You canrsquot bribe people into passion And you canrsquot force a vision rdquo
FUTURE NAVIGATORS
WHAT ORDER SHOULD IT BE IN
LEADERSCREATE NEW REALITIES
ldquoLeadership exists when people are no longer victims of circumstances but participate in creating new circumstances Ultimately leadership is about creating new realitiesrdquo
PETER SENGE MIT
CHANGETHE PROJECT THE BUSINESS THE WORLD
CHANGETHE STORY
ldquoStories create the emotional context people need to locate themselves in a larger experiencerdquo
SCOTT BEDBURY
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
12rise
12 rise in cancer rates
over 3 months after taking X
ldquoWhen yoursquore conversing with coworkers customers or investors the richness and meaning of your story is what people really buy Everybody thinks itrsquos the return on investment that yoursquore sellingbut itrsquos really the story about ROI that an investor takes awayrdquo
TOM DUREL FORMER CIOSVP BLUE CROSS BLUE SHIELD FORMER CEO OCEANIA
70OF WHAT WE LEARN IS THROUGH STORIES
MOLDOUR MINDS
TEACH ENGAGE CHANGE
ldquoHuman minds yield helplessly to the suction of story No matter how hard we concentrate no matter how deep we dig in our heels we just canrsquot resist the gravity of alternate worldsrdquo
JONATHAN GOTTSCHALL
CHANGETHE FUTURE OF LIVES COMPANIES NATIONS
ldquoA good story well told makes you realise you were yearning for something you had no name for something you didnrsquot even know you wantedrdquo
FS MICHAELS
WHAT STORIES ARE ENERGIZING YOU AT THE MOMENT
HUMANCONSCIOUSNESS IS EMBEDDED amp ENACTED IN STORY
HEIDER SIMMEL
BRAINIS A STORY-TELLING MACHINE
HALFOUR WAKING HOURS ARE SPENT SPINNING STORIES
MIRRORWE lsquoCATCHrsquo
EMOTIONS FROM STORIES
Reason amp story
ldquoWe have this thing over here in the left side that weve called the interpreter that makes sense out of these modules that are constantly bombarding us with information with actual behaviors with felt states with everything Weve got to tell a story about whats going onrdquoMICHAEL GAZZANIGA
STORIESENGAGE PEOPLE AND ENCOURAGE THEM TO SEE WHAT IS POSSIBLE
ENGAGEMORE WE DO THE MORE WE INFLUENCE
ldquoYou canrsquot order commitment You canrsquot bribe people into passion And you canrsquot force a vision rdquo
FUTURE NAVIGATORS
WHAT ORDER SHOULD IT BE IN
LEADERSCREATE NEW REALITIES
ldquoLeadership exists when people are no longer victims of circumstances but participate in creating new circumstances Ultimately leadership is about creating new realitiesrdquo
PETER SENGE MIT
CHANGETHE PROJECT THE BUSINESS THE WORLD
CHANGETHE STORY
ldquoStories create the emotional context people need to locate themselves in a larger experiencerdquo
SCOTT BEDBURY
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
12 rise in cancer rates
over 3 months after taking X
ldquoWhen yoursquore conversing with coworkers customers or investors the richness and meaning of your story is what people really buy Everybody thinks itrsquos the return on investment that yoursquore sellingbut itrsquos really the story about ROI that an investor takes awayrdquo
TOM DUREL FORMER CIOSVP BLUE CROSS BLUE SHIELD FORMER CEO OCEANIA
70OF WHAT WE LEARN IS THROUGH STORIES
MOLDOUR MINDS
TEACH ENGAGE CHANGE
ldquoHuman minds yield helplessly to the suction of story No matter how hard we concentrate no matter how deep we dig in our heels we just canrsquot resist the gravity of alternate worldsrdquo
JONATHAN GOTTSCHALL
CHANGETHE FUTURE OF LIVES COMPANIES NATIONS
ldquoA good story well told makes you realise you were yearning for something you had no name for something you didnrsquot even know you wantedrdquo
FS MICHAELS
WHAT STORIES ARE ENERGIZING YOU AT THE MOMENT
HUMANCONSCIOUSNESS IS EMBEDDED amp ENACTED IN STORY
HEIDER SIMMEL
BRAINIS A STORY-TELLING MACHINE
HALFOUR WAKING HOURS ARE SPENT SPINNING STORIES
MIRRORWE lsquoCATCHrsquo
EMOTIONS FROM STORIES
Reason amp story
ldquoWe have this thing over here in the left side that weve called the interpreter that makes sense out of these modules that are constantly bombarding us with information with actual behaviors with felt states with everything Weve got to tell a story about whats going onrdquoMICHAEL GAZZANIGA
STORIESENGAGE PEOPLE AND ENCOURAGE THEM TO SEE WHAT IS POSSIBLE
ENGAGEMORE WE DO THE MORE WE INFLUENCE
ldquoYou canrsquot order commitment You canrsquot bribe people into passion And you canrsquot force a vision rdquo
FUTURE NAVIGATORS
WHAT ORDER SHOULD IT BE IN
LEADERSCREATE NEW REALITIES
ldquoLeadership exists when people are no longer victims of circumstances but participate in creating new circumstances Ultimately leadership is about creating new realitiesrdquo
PETER SENGE MIT
CHANGETHE PROJECT THE BUSINESS THE WORLD
CHANGETHE STORY
ldquoStories create the emotional context people need to locate themselves in a larger experiencerdquo
SCOTT BEDBURY
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
ldquoWhen yoursquore conversing with coworkers customers or investors the richness and meaning of your story is what people really buy Everybody thinks itrsquos the return on investment that yoursquore sellingbut itrsquos really the story about ROI that an investor takes awayrdquo
TOM DUREL FORMER CIOSVP BLUE CROSS BLUE SHIELD FORMER CEO OCEANIA
70OF WHAT WE LEARN IS THROUGH STORIES
MOLDOUR MINDS
TEACH ENGAGE CHANGE
ldquoHuman minds yield helplessly to the suction of story No matter how hard we concentrate no matter how deep we dig in our heels we just canrsquot resist the gravity of alternate worldsrdquo
JONATHAN GOTTSCHALL
CHANGETHE FUTURE OF LIVES COMPANIES NATIONS
ldquoA good story well told makes you realise you were yearning for something you had no name for something you didnrsquot even know you wantedrdquo
FS MICHAELS
WHAT STORIES ARE ENERGIZING YOU AT THE MOMENT
HUMANCONSCIOUSNESS IS EMBEDDED amp ENACTED IN STORY
HEIDER SIMMEL
BRAINIS A STORY-TELLING MACHINE
HALFOUR WAKING HOURS ARE SPENT SPINNING STORIES
MIRRORWE lsquoCATCHrsquo
EMOTIONS FROM STORIES
Reason amp story
ldquoWe have this thing over here in the left side that weve called the interpreter that makes sense out of these modules that are constantly bombarding us with information with actual behaviors with felt states with everything Weve got to tell a story about whats going onrdquoMICHAEL GAZZANIGA
STORIESENGAGE PEOPLE AND ENCOURAGE THEM TO SEE WHAT IS POSSIBLE
ENGAGEMORE WE DO THE MORE WE INFLUENCE
ldquoYou canrsquot order commitment You canrsquot bribe people into passion And you canrsquot force a vision rdquo
FUTURE NAVIGATORS
WHAT ORDER SHOULD IT BE IN
LEADERSCREATE NEW REALITIES
ldquoLeadership exists when people are no longer victims of circumstances but participate in creating new circumstances Ultimately leadership is about creating new realitiesrdquo
PETER SENGE MIT
CHANGETHE PROJECT THE BUSINESS THE WORLD
CHANGETHE STORY
ldquoStories create the emotional context people need to locate themselves in a larger experiencerdquo
SCOTT BEDBURY
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
70OF WHAT WE LEARN IS THROUGH STORIES
MOLDOUR MINDS
TEACH ENGAGE CHANGE
ldquoHuman minds yield helplessly to the suction of story No matter how hard we concentrate no matter how deep we dig in our heels we just canrsquot resist the gravity of alternate worldsrdquo
JONATHAN GOTTSCHALL
CHANGETHE FUTURE OF LIVES COMPANIES NATIONS
ldquoA good story well told makes you realise you were yearning for something you had no name for something you didnrsquot even know you wantedrdquo
FS MICHAELS
WHAT STORIES ARE ENERGIZING YOU AT THE MOMENT
HUMANCONSCIOUSNESS IS EMBEDDED amp ENACTED IN STORY
HEIDER SIMMEL
BRAINIS A STORY-TELLING MACHINE
HALFOUR WAKING HOURS ARE SPENT SPINNING STORIES
MIRRORWE lsquoCATCHrsquo
EMOTIONS FROM STORIES
Reason amp story
ldquoWe have this thing over here in the left side that weve called the interpreter that makes sense out of these modules that are constantly bombarding us with information with actual behaviors with felt states with everything Weve got to tell a story about whats going onrdquoMICHAEL GAZZANIGA
STORIESENGAGE PEOPLE AND ENCOURAGE THEM TO SEE WHAT IS POSSIBLE
ENGAGEMORE WE DO THE MORE WE INFLUENCE
ldquoYou canrsquot order commitment You canrsquot bribe people into passion And you canrsquot force a vision rdquo
FUTURE NAVIGATORS
WHAT ORDER SHOULD IT BE IN
LEADERSCREATE NEW REALITIES
ldquoLeadership exists when people are no longer victims of circumstances but participate in creating new circumstances Ultimately leadership is about creating new realitiesrdquo
PETER SENGE MIT
CHANGETHE PROJECT THE BUSINESS THE WORLD
CHANGETHE STORY
ldquoStories create the emotional context people need to locate themselves in a larger experiencerdquo
SCOTT BEDBURY
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
MOLDOUR MINDS
TEACH ENGAGE CHANGE
ldquoHuman minds yield helplessly to the suction of story No matter how hard we concentrate no matter how deep we dig in our heels we just canrsquot resist the gravity of alternate worldsrdquo
JONATHAN GOTTSCHALL
CHANGETHE FUTURE OF LIVES COMPANIES NATIONS
ldquoA good story well told makes you realise you were yearning for something you had no name for something you didnrsquot even know you wantedrdquo
FS MICHAELS
WHAT STORIES ARE ENERGIZING YOU AT THE MOMENT
HUMANCONSCIOUSNESS IS EMBEDDED amp ENACTED IN STORY
HEIDER SIMMEL
BRAINIS A STORY-TELLING MACHINE
HALFOUR WAKING HOURS ARE SPENT SPINNING STORIES
MIRRORWE lsquoCATCHrsquo
EMOTIONS FROM STORIES
Reason amp story
ldquoWe have this thing over here in the left side that weve called the interpreter that makes sense out of these modules that are constantly bombarding us with information with actual behaviors with felt states with everything Weve got to tell a story about whats going onrdquoMICHAEL GAZZANIGA
STORIESENGAGE PEOPLE AND ENCOURAGE THEM TO SEE WHAT IS POSSIBLE
ENGAGEMORE WE DO THE MORE WE INFLUENCE
ldquoYou canrsquot order commitment You canrsquot bribe people into passion And you canrsquot force a vision rdquo
FUTURE NAVIGATORS
WHAT ORDER SHOULD IT BE IN
LEADERSCREATE NEW REALITIES
ldquoLeadership exists when people are no longer victims of circumstances but participate in creating new circumstances Ultimately leadership is about creating new realitiesrdquo
PETER SENGE MIT
CHANGETHE PROJECT THE BUSINESS THE WORLD
CHANGETHE STORY
ldquoStories create the emotional context people need to locate themselves in a larger experiencerdquo
SCOTT BEDBURY
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
ldquoHuman minds yield helplessly to the suction of story No matter how hard we concentrate no matter how deep we dig in our heels we just canrsquot resist the gravity of alternate worldsrdquo
JONATHAN GOTTSCHALL
CHANGETHE FUTURE OF LIVES COMPANIES NATIONS
ldquoA good story well told makes you realise you were yearning for something you had no name for something you didnrsquot even know you wantedrdquo
FS MICHAELS
WHAT STORIES ARE ENERGIZING YOU AT THE MOMENT
HUMANCONSCIOUSNESS IS EMBEDDED amp ENACTED IN STORY
HEIDER SIMMEL
BRAINIS A STORY-TELLING MACHINE
HALFOUR WAKING HOURS ARE SPENT SPINNING STORIES
MIRRORWE lsquoCATCHrsquo
EMOTIONS FROM STORIES
Reason amp story
ldquoWe have this thing over here in the left side that weve called the interpreter that makes sense out of these modules that are constantly bombarding us with information with actual behaviors with felt states with everything Weve got to tell a story about whats going onrdquoMICHAEL GAZZANIGA
STORIESENGAGE PEOPLE AND ENCOURAGE THEM TO SEE WHAT IS POSSIBLE
ENGAGEMORE WE DO THE MORE WE INFLUENCE
ldquoYou canrsquot order commitment You canrsquot bribe people into passion And you canrsquot force a vision rdquo
FUTURE NAVIGATORS
WHAT ORDER SHOULD IT BE IN
LEADERSCREATE NEW REALITIES
ldquoLeadership exists when people are no longer victims of circumstances but participate in creating new circumstances Ultimately leadership is about creating new realitiesrdquo
PETER SENGE MIT
CHANGETHE PROJECT THE BUSINESS THE WORLD
CHANGETHE STORY
ldquoStories create the emotional context people need to locate themselves in a larger experiencerdquo
SCOTT BEDBURY
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
CHANGETHE FUTURE OF LIVES COMPANIES NATIONS
ldquoA good story well told makes you realise you were yearning for something you had no name for something you didnrsquot even know you wantedrdquo
FS MICHAELS
WHAT STORIES ARE ENERGIZING YOU AT THE MOMENT
HUMANCONSCIOUSNESS IS EMBEDDED amp ENACTED IN STORY
HEIDER SIMMEL
BRAINIS A STORY-TELLING MACHINE
HALFOUR WAKING HOURS ARE SPENT SPINNING STORIES
MIRRORWE lsquoCATCHrsquo
EMOTIONS FROM STORIES
Reason amp story
ldquoWe have this thing over here in the left side that weve called the interpreter that makes sense out of these modules that are constantly bombarding us with information with actual behaviors with felt states with everything Weve got to tell a story about whats going onrdquoMICHAEL GAZZANIGA
STORIESENGAGE PEOPLE AND ENCOURAGE THEM TO SEE WHAT IS POSSIBLE
ENGAGEMORE WE DO THE MORE WE INFLUENCE
ldquoYou canrsquot order commitment You canrsquot bribe people into passion And you canrsquot force a vision rdquo
FUTURE NAVIGATORS
WHAT ORDER SHOULD IT BE IN
LEADERSCREATE NEW REALITIES
ldquoLeadership exists when people are no longer victims of circumstances but participate in creating new circumstances Ultimately leadership is about creating new realitiesrdquo
PETER SENGE MIT
CHANGETHE PROJECT THE BUSINESS THE WORLD
CHANGETHE STORY
ldquoStories create the emotional context people need to locate themselves in a larger experiencerdquo
SCOTT BEDBURY
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
ldquoA good story well told makes you realise you were yearning for something you had no name for something you didnrsquot even know you wantedrdquo
FS MICHAELS
WHAT STORIES ARE ENERGIZING YOU AT THE MOMENT
HUMANCONSCIOUSNESS IS EMBEDDED amp ENACTED IN STORY
HEIDER SIMMEL
BRAINIS A STORY-TELLING MACHINE
HALFOUR WAKING HOURS ARE SPENT SPINNING STORIES
MIRRORWE lsquoCATCHrsquo
EMOTIONS FROM STORIES
Reason amp story
ldquoWe have this thing over here in the left side that weve called the interpreter that makes sense out of these modules that are constantly bombarding us with information with actual behaviors with felt states with everything Weve got to tell a story about whats going onrdquoMICHAEL GAZZANIGA
STORIESENGAGE PEOPLE AND ENCOURAGE THEM TO SEE WHAT IS POSSIBLE
ENGAGEMORE WE DO THE MORE WE INFLUENCE
ldquoYou canrsquot order commitment You canrsquot bribe people into passion And you canrsquot force a vision rdquo
FUTURE NAVIGATORS
WHAT ORDER SHOULD IT BE IN
LEADERSCREATE NEW REALITIES
ldquoLeadership exists when people are no longer victims of circumstances but participate in creating new circumstances Ultimately leadership is about creating new realitiesrdquo
PETER SENGE MIT
CHANGETHE PROJECT THE BUSINESS THE WORLD
CHANGETHE STORY
ldquoStories create the emotional context people need to locate themselves in a larger experiencerdquo
SCOTT BEDBURY
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
WHAT STORIES ARE ENERGIZING YOU AT THE MOMENT
HUMANCONSCIOUSNESS IS EMBEDDED amp ENACTED IN STORY
HEIDER SIMMEL
BRAINIS A STORY-TELLING MACHINE
HALFOUR WAKING HOURS ARE SPENT SPINNING STORIES
MIRRORWE lsquoCATCHrsquo
EMOTIONS FROM STORIES
Reason amp story
ldquoWe have this thing over here in the left side that weve called the interpreter that makes sense out of these modules that are constantly bombarding us with information with actual behaviors with felt states with everything Weve got to tell a story about whats going onrdquoMICHAEL GAZZANIGA
STORIESENGAGE PEOPLE AND ENCOURAGE THEM TO SEE WHAT IS POSSIBLE
ENGAGEMORE WE DO THE MORE WE INFLUENCE
ldquoYou canrsquot order commitment You canrsquot bribe people into passion And you canrsquot force a vision rdquo
FUTURE NAVIGATORS
WHAT ORDER SHOULD IT BE IN
LEADERSCREATE NEW REALITIES
ldquoLeadership exists when people are no longer victims of circumstances but participate in creating new circumstances Ultimately leadership is about creating new realitiesrdquo
PETER SENGE MIT
CHANGETHE PROJECT THE BUSINESS THE WORLD
CHANGETHE STORY
ldquoStories create the emotional context people need to locate themselves in a larger experiencerdquo
SCOTT BEDBURY
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
HUMANCONSCIOUSNESS IS EMBEDDED amp ENACTED IN STORY
HEIDER SIMMEL
BRAINIS A STORY-TELLING MACHINE
HALFOUR WAKING HOURS ARE SPENT SPINNING STORIES
MIRRORWE lsquoCATCHrsquo
EMOTIONS FROM STORIES
Reason amp story
ldquoWe have this thing over here in the left side that weve called the interpreter that makes sense out of these modules that are constantly bombarding us with information with actual behaviors with felt states with everything Weve got to tell a story about whats going onrdquoMICHAEL GAZZANIGA
STORIESENGAGE PEOPLE AND ENCOURAGE THEM TO SEE WHAT IS POSSIBLE
ENGAGEMORE WE DO THE MORE WE INFLUENCE
ldquoYou canrsquot order commitment You canrsquot bribe people into passion And you canrsquot force a vision rdquo
FUTURE NAVIGATORS
WHAT ORDER SHOULD IT BE IN
LEADERSCREATE NEW REALITIES
ldquoLeadership exists when people are no longer victims of circumstances but participate in creating new circumstances Ultimately leadership is about creating new realitiesrdquo
PETER SENGE MIT
CHANGETHE PROJECT THE BUSINESS THE WORLD
CHANGETHE STORY
ldquoStories create the emotional context people need to locate themselves in a larger experiencerdquo
SCOTT BEDBURY
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
HEIDER SIMMEL
BRAINIS A STORY-TELLING MACHINE
HALFOUR WAKING HOURS ARE SPENT SPINNING STORIES
MIRRORWE lsquoCATCHrsquo
EMOTIONS FROM STORIES
Reason amp story
ldquoWe have this thing over here in the left side that weve called the interpreter that makes sense out of these modules that are constantly bombarding us with information with actual behaviors with felt states with everything Weve got to tell a story about whats going onrdquoMICHAEL GAZZANIGA
STORIESENGAGE PEOPLE AND ENCOURAGE THEM TO SEE WHAT IS POSSIBLE
ENGAGEMORE WE DO THE MORE WE INFLUENCE
ldquoYou canrsquot order commitment You canrsquot bribe people into passion And you canrsquot force a vision rdquo
FUTURE NAVIGATORS
WHAT ORDER SHOULD IT BE IN
LEADERSCREATE NEW REALITIES
ldquoLeadership exists when people are no longer victims of circumstances but participate in creating new circumstances Ultimately leadership is about creating new realitiesrdquo
PETER SENGE MIT
CHANGETHE PROJECT THE BUSINESS THE WORLD
CHANGETHE STORY
ldquoStories create the emotional context people need to locate themselves in a larger experiencerdquo
SCOTT BEDBURY
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
BRAINIS A STORY-TELLING MACHINE
HALFOUR WAKING HOURS ARE SPENT SPINNING STORIES
MIRRORWE lsquoCATCHrsquo
EMOTIONS FROM STORIES
Reason amp story
ldquoWe have this thing over here in the left side that weve called the interpreter that makes sense out of these modules that are constantly bombarding us with information with actual behaviors with felt states with everything Weve got to tell a story about whats going onrdquoMICHAEL GAZZANIGA
STORIESENGAGE PEOPLE AND ENCOURAGE THEM TO SEE WHAT IS POSSIBLE
ENGAGEMORE WE DO THE MORE WE INFLUENCE
ldquoYou canrsquot order commitment You canrsquot bribe people into passion And you canrsquot force a vision rdquo
FUTURE NAVIGATORS
WHAT ORDER SHOULD IT BE IN
LEADERSCREATE NEW REALITIES
ldquoLeadership exists when people are no longer victims of circumstances but participate in creating new circumstances Ultimately leadership is about creating new realitiesrdquo
PETER SENGE MIT
CHANGETHE PROJECT THE BUSINESS THE WORLD
CHANGETHE STORY
ldquoStories create the emotional context people need to locate themselves in a larger experiencerdquo
SCOTT BEDBURY
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
HALFOUR WAKING HOURS ARE SPENT SPINNING STORIES
MIRRORWE lsquoCATCHrsquo
EMOTIONS FROM STORIES
Reason amp story
ldquoWe have this thing over here in the left side that weve called the interpreter that makes sense out of these modules that are constantly bombarding us with information with actual behaviors with felt states with everything Weve got to tell a story about whats going onrdquoMICHAEL GAZZANIGA
STORIESENGAGE PEOPLE AND ENCOURAGE THEM TO SEE WHAT IS POSSIBLE
ENGAGEMORE WE DO THE MORE WE INFLUENCE
ldquoYou canrsquot order commitment You canrsquot bribe people into passion And you canrsquot force a vision rdquo
FUTURE NAVIGATORS
WHAT ORDER SHOULD IT BE IN
LEADERSCREATE NEW REALITIES
ldquoLeadership exists when people are no longer victims of circumstances but participate in creating new circumstances Ultimately leadership is about creating new realitiesrdquo
PETER SENGE MIT
CHANGETHE PROJECT THE BUSINESS THE WORLD
CHANGETHE STORY
ldquoStories create the emotional context people need to locate themselves in a larger experiencerdquo
SCOTT BEDBURY
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
MIRRORWE lsquoCATCHrsquo
EMOTIONS FROM STORIES
Reason amp story
ldquoWe have this thing over here in the left side that weve called the interpreter that makes sense out of these modules that are constantly bombarding us with information with actual behaviors with felt states with everything Weve got to tell a story about whats going onrdquoMICHAEL GAZZANIGA
STORIESENGAGE PEOPLE AND ENCOURAGE THEM TO SEE WHAT IS POSSIBLE
ENGAGEMORE WE DO THE MORE WE INFLUENCE
ldquoYou canrsquot order commitment You canrsquot bribe people into passion And you canrsquot force a vision rdquo
FUTURE NAVIGATORS
WHAT ORDER SHOULD IT BE IN
LEADERSCREATE NEW REALITIES
ldquoLeadership exists when people are no longer victims of circumstances but participate in creating new circumstances Ultimately leadership is about creating new realitiesrdquo
PETER SENGE MIT
CHANGETHE PROJECT THE BUSINESS THE WORLD
CHANGETHE STORY
ldquoStories create the emotional context people need to locate themselves in a larger experiencerdquo
SCOTT BEDBURY
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
Reason amp story
ldquoWe have this thing over here in the left side that weve called the interpreter that makes sense out of these modules that are constantly bombarding us with information with actual behaviors with felt states with everything Weve got to tell a story about whats going onrdquoMICHAEL GAZZANIGA
STORIESENGAGE PEOPLE AND ENCOURAGE THEM TO SEE WHAT IS POSSIBLE
ENGAGEMORE WE DO THE MORE WE INFLUENCE
ldquoYou canrsquot order commitment You canrsquot bribe people into passion And you canrsquot force a vision rdquo
FUTURE NAVIGATORS
WHAT ORDER SHOULD IT BE IN
LEADERSCREATE NEW REALITIES
ldquoLeadership exists when people are no longer victims of circumstances but participate in creating new circumstances Ultimately leadership is about creating new realitiesrdquo
PETER SENGE MIT
CHANGETHE PROJECT THE BUSINESS THE WORLD
CHANGETHE STORY
ldquoStories create the emotional context people need to locate themselves in a larger experiencerdquo
SCOTT BEDBURY
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
ldquoWe have this thing over here in the left side that weve called the interpreter that makes sense out of these modules that are constantly bombarding us with information with actual behaviors with felt states with everything Weve got to tell a story about whats going onrdquoMICHAEL GAZZANIGA
STORIESENGAGE PEOPLE AND ENCOURAGE THEM TO SEE WHAT IS POSSIBLE
ENGAGEMORE WE DO THE MORE WE INFLUENCE
ldquoYou canrsquot order commitment You canrsquot bribe people into passion And you canrsquot force a vision rdquo
FUTURE NAVIGATORS
WHAT ORDER SHOULD IT BE IN
LEADERSCREATE NEW REALITIES
ldquoLeadership exists when people are no longer victims of circumstances but participate in creating new circumstances Ultimately leadership is about creating new realitiesrdquo
PETER SENGE MIT
CHANGETHE PROJECT THE BUSINESS THE WORLD
CHANGETHE STORY
ldquoStories create the emotional context people need to locate themselves in a larger experiencerdquo
SCOTT BEDBURY
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
STORIESENGAGE PEOPLE AND ENCOURAGE THEM TO SEE WHAT IS POSSIBLE
ENGAGEMORE WE DO THE MORE WE INFLUENCE
ldquoYou canrsquot order commitment You canrsquot bribe people into passion And you canrsquot force a vision rdquo
FUTURE NAVIGATORS
WHAT ORDER SHOULD IT BE IN
LEADERSCREATE NEW REALITIES
ldquoLeadership exists when people are no longer victims of circumstances but participate in creating new circumstances Ultimately leadership is about creating new realitiesrdquo
PETER SENGE MIT
CHANGETHE PROJECT THE BUSINESS THE WORLD
CHANGETHE STORY
ldquoStories create the emotional context people need to locate themselves in a larger experiencerdquo
SCOTT BEDBURY
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
ENGAGEMORE WE DO THE MORE WE INFLUENCE
ldquoYou canrsquot order commitment You canrsquot bribe people into passion And you canrsquot force a vision rdquo
FUTURE NAVIGATORS
WHAT ORDER SHOULD IT BE IN
LEADERSCREATE NEW REALITIES
ldquoLeadership exists when people are no longer victims of circumstances but participate in creating new circumstances Ultimately leadership is about creating new realitiesrdquo
PETER SENGE MIT
CHANGETHE PROJECT THE BUSINESS THE WORLD
CHANGETHE STORY
ldquoStories create the emotional context people need to locate themselves in a larger experiencerdquo
SCOTT BEDBURY
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
ldquoYou canrsquot order commitment You canrsquot bribe people into passion And you canrsquot force a vision rdquo
FUTURE NAVIGATORS
WHAT ORDER SHOULD IT BE IN
LEADERSCREATE NEW REALITIES
ldquoLeadership exists when people are no longer victims of circumstances but participate in creating new circumstances Ultimately leadership is about creating new realitiesrdquo
PETER SENGE MIT
CHANGETHE PROJECT THE BUSINESS THE WORLD
CHANGETHE STORY
ldquoStories create the emotional context people need to locate themselves in a larger experiencerdquo
SCOTT BEDBURY
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
WHAT ORDER SHOULD IT BE IN
LEADERSCREATE NEW REALITIES
ldquoLeadership exists when people are no longer victims of circumstances but participate in creating new circumstances Ultimately leadership is about creating new realitiesrdquo
PETER SENGE MIT
CHANGETHE PROJECT THE BUSINESS THE WORLD
CHANGETHE STORY
ldquoStories create the emotional context people need to locate themselves in a larger experiencerdquo
SCOTT BEDBURY
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
LEADERSCREATE NEW REALITIES
ldquoLeadership exists when people are no longer victims of circumstances but participate in creating new circumstances Ultimately leadership is about creating new realitiesrdquo
PETER SENGE MIT
CHANGETHE PROJECT THE BUSINESS THE WORLD
CHANGETHE STORY
ldquoStories create the emotional context people need to locate themselves in a larger experiencerdquo
SCOTT BEDBURY
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
ldquoLeadership exists when people are no longer victims of circumstances but participate in creating new circumstances Ultimately leadership is about creating new realitiesrdquo
PETER SENGE MIT
CHANGETHE PROJECT THE BUSINESS THE WORLD
CHANGETHE STORY
ldquoStories create the emotional context people need to locate themselves in a larger experiencerdquo
SCOTT BEDBURY
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
CHANGETHE PROJECT THE BUSINESS THE WORLD
CHANGETHE STORY
ldquoStories create the emotional context people need to locate themselves in a larger experiencerdquo
SCOTT BEDBURY
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
CHANGETHE STORY
ldquoStories create the emotional context people need to locate themselves in a larger experiencerdquo
SCOTT BEDBURY
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
ldquoStories create the emotional context people need to locate themselves in a larger experiencerdquo
SCOTT BEDBURY
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
EXPANDHORIZONS amp SHOW WHAT IS POSSIBLE
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
50
EVERYTHING THAT EXISTS RIGHT NOW
THE ADJACENT POSSIBLE
THE ADJACENT POSSIBLE
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
ldquoIt turns out stories are a - if not the - leadership answer of our timerdquo
TOM PETERS MANAGEMENT GURU
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
STORYDOESNrsquoT CHANGE THE REAL-WORLD
BUT IT CHANGES THE PEOPLE THAT CHANGE THE WORLD
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
ldquoI must create a system or be enslavd by another mansrdquo
WILLIAM BLAKE
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
TELL A DEPRESSING STORY ABOUT THE FUTURE OF THE ORG TELL AN INSPIRING STORY ABOUT THE FUTURE OF THE ORG
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
STARTWHERE
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
INTENTIONWHAT WOULD YOU LIKE TO ACHIEVEHOW DOES THIS ALIGN WITH YOUR PURPOSE amp VALUESWHAT IS MOTIVATING YOUWHAT WOULD YOU LIKE TO AVOID
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
AUDIENCEWHAT TYPES ARE THERE HERE
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
MATRIXCOMPANIES CONTAIN MULTIPLE NETWORKS
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
PART 3
NICKWECREATE
NETWORKS amp NETWORK ANALYSIS
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
ldquoKnowledge is biased [it] ebbs and flows down hallways in meetings and in private conversations inside and outside offices Despite the perceived power of the formal hierarchy and organizationrsquos real value is at the mercy of its social networksrdquo
KAREN STEPHENSON
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
61
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
ldquoSaying that networks are important is stating the obvious But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better In truth networks create relational demands that sap peoples time and energy and can bog down entire organizations Its crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connectionsrdquo
HARVARD BUSINESS REVIEW
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
7NETWORKS WITHIN ALL COMPANIES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
64
THE 7 NETWORKS
The Work NetworkWith whom do you exchange information as part of your daily work routine The everyday contacts of routine operations represent the habitual ldquoresting pulserdquo of the organization
The Social NetworkWith whom do you check in to find out what is going on From whom do you get your political information This network is a strong indicator of trust
The Innovation NetworkWith whom do you collaborate to kick around new ideas In this network people talk openly about ideas perceptions and experiments without political concerns
The Expert Knowledge NetworkTo whom do you turn for expertise or advice before making an important decision From whom do you get your technical information Organizations have core networks possessed by key members who take solace in the legacy of the enterprise
The Career Guidance or Strategic NetworkWhom do you trust in this group to keep your best interests in mind To whom do you go for advice about the future This network often directly influences corporate strategy decisions about careers and strategic moves
The Learning NetworkWith whom do you work to improve existing processes or methods Because most people are afraid of genuine change this network tends to lie dormant until the change awakens a renewed sense of trust
The Decision-Making NetworkTo whom do you go in order to get decisions made expeditiously Key people in this network know how to ldquoworkrdquo the system use old processes for new purposes and in general get things done T
Text
SOURCE KAREN STEPHENSON CROSS amp PRUSAK
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
ldquoManagers invariably use their personal contacts when they need to say meet an impossible deadline or learn the truth about a new boss Increasingly its through these informal networks--not just through traditional organizational hierarchies--that information is found and work gets done But to many senior executives informal networks are unobservable and ungovernable--and therefore not amenable to the tools of management As a result executives tend to work around informal networks or worse try to ignore them When they do acknowledge the networks existence executives fall back on intuition--scarcely a dependable tool--to guide them in nurturing this social capital It doesnt have to be that way It is entirely possible to develop and manage informal networks systematicallyrdquo
HARVARD BUSINESS REVIEW
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
66
NETWORK MAPPING Work NetworkSocial NetworkInnovation NetworkKnowledge NetworkStrategic NetworkLearning NetworkDecision-Making Network
You
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
67
THE 3 NODESThe Hubs
The Experts
The Connectors
SOURCE KAREN STEPHENSON WECREATE
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
ACCOMPLICES ALLIES
ADVERSARIES OPPONENTS
SOURCE THE EMPOWERED MANAGER
TRUST
AGREEMENTFENCE SITTERS
68
TARGET STATE
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
AUDIENCEEVERYONE IS AN
EVEN A TECHNICAL EXPERT OR INVESTOR
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
MANAGERSA VERY SPECIAL AUDIENCE
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
WHAT ARE TOP 3 NEEDS OF A SENIOR MANAGER WHEN HEARING A STORY
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
MANAGERSGUAGE RISK
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
ldquoAs cocaine dealers crane operators and tweeting politicians know every venture involves riskrdquo
THE NEW YORKER
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
RISKMARKET PRODUCTPEOPLEPURPOSE
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
PITCHMARKET BIG READY PROFITABLEPRODUCT RIGHT FEASIBLE amp DEFENDABLEPEOPLE CAPABLE amp INTENTIONALPURPOSE ALIGNED TO VALUES VALUE BEYOND PROFIT
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
YIELDS GREATER EQUITY RETURNS ASSET RETURNS AND PROFITABILITY
BETTERNESSMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
PART 4
NICKWECREATE
THE ART amp SCIENCE OF STORYTELLING
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
EVERYONEIS AN AMAZING STORYTELLER
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
HEDIED
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
80
FINISH
VISION
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
HEWAS ILL FOR A LONG TIME amp THEN HE DIED
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
82
NOW
START
FINISH
VISION
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
HEWAS ILL FOR A LONG TIME IN CONSTANT AGONY HE DECIDED TO END IT ALL BUT WAS THWARTED HE EVENTUALLY APPEALED TO THE EUROPEAN COURT OF HUMAN RIGHTS TO BE ABLE TO CHOOSE EUTHANASIA THEN HE DIED
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
84
NOW
START
FINISH
VISION
How What When
Who Where Why
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
BRIDGEOLD STORY WITH A NEW ONE
RESONATE AND TAKE HIGHER
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
STARTWHERE THEY ARE NOW
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
WHAT IS THE STORY OF THE EXISTING MARKET WORLD
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
FINISHWHERE YOU WANT THEM TO BE
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
WHAT IS THE STORY OF THE POSSIBLE MARKET WORLD
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
JOIN DOTSHOW HOW WHAT WHEN WHO WHERE WHY
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
ORDERIS IMPORTANT
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
STORYPROBLEM
(RE)SOLUTIONSTRUGGLE
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 93
NOW
START
FINISH
VISION
STORY ARC
How What When
Who Where Why
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
HEROrsquoS JOURNEY
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition that results inthis probelm
Assumptions
What do we have to believe to generateand validate this proposition
Breakthrough Insight
What kind of headline ideas couldseize this opportunity
What proposition emerges from thisinsight
What is a more insightful future-positivebelief
BREAKTHROUGH
95THE BREAKTHROUGH SWITCH
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
IN 1983 ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
Breakthrough Opportunity
copy wecreate 2012
Breakthrough Proposition
Problem
What is the problem in human terms
Proposition
What is the current proposition [product offer business model org process] that leads to this problem
Assumptions
What do we have to believe to generate and validate this proposition
Breakthrough Insight
What kind of headline ideas could seize this opportunity
What proposition maximises accessibility usability and enjoyability
What is a more powerful liberating and abundant view ofhuman nature life
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win
Everyday people are not buying or using computers as much as they could
Productivity is the goal of life Technology helps us be more productive cogs in the
business machine (growing profits GDP etc)
We design and sell lsquocomputersrsquo as creativity maximisers - they help people thrive
Think different with a Mac (and its ecosystem)
Creativity is the goal of life Technology can help liberate us empower us and inspire us
PERSONAL COMPUTING
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
PART 5
NICKWECREATE
THE WECREATE STORY ENGINE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
NOW
VISION
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
CONNECTIONTHE ISSUE IN REAL HUMAN TERMSTHE PROBLEM NEED OR DESIRE
WHERE IS THE PAIN
WHY LISTEN TO YOU ABOUT IT
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
GET BEYOND PEOPLErsquoS VOICE OF REASON amp CYNICISMQUESTION FACTOID FUTURE BACK CAST ANECDOTE APHORISM QUOTATION ANALOGY
FRAME
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
CONTEXTHOW THE PREVIOUS IDEAS amp SOLUTIONS HAVE TRIED TO SOLVE THE PROBLEM BUT FAILED
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
ldquoHell is story friendlyrdquo
CHARLES BAXTER
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
CONSCIOUSNESSSHIFT
THE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
ldquoProblems cannot be solved by the same level of consciousness that created themrdquoALBERT EINSTEIN
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
CONCEPTTHE IDEA THE SOLUTION
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
CONVICTIONTHE VISION OPPORTUNITY COMMITMENT(SOMETHING BIGGER THAN YOURSELF)
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
CONCRETEIMPACT IN THE REAL-WORLD
WHAT IS IN IT FOR US CONSUMERS THE WORLD
WHAT IS THE NEW BEHAVIOUR
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
IMPACTPROFITPEOPLEPLANET PLAY
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
CALLTO ACTIONOPTIMISTIC YET HUMBLE
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
Call to Action
copy wecreate 2012
Concrete Impact
Conviction
Connection
Context
Conventions
Concept
Consciousness Shift
SWITCHED ON STORIES
What is the problem or need How many people have it What are the most shocking facts and figures Can you tell us about one personwho is suffering How does that feel to you Why might others resonate with thisWhy should we listen to you Why are you involved How does it impact you What are your intentions around it What is at stake for you What are your pastsuccesses that relate to this issue What is the headline keeping us listening
What has already been thought of that has failed What already exists but is notavailable usable or enjoyable enough for a mass solutionWhere have all your lsquocompetitorsrsquo got to What models of change have beenapplied (and where have they gone wrong)
What are the underlying assumptions that originate the problemWhat are the things everyone thinks that are actually the root drivers of the problemWhat are the key reasonrsquos that other peoplersquos models do not workWhat part of the current story is no longer working
What is your ask Do you have an invite for them What would you like themto provide for you exactly What are you going to do with it
How does it or could it have an impact What analogies or parallels can youdraw on to demonstrate it How will you measure this impact What newbehaviors and patterns do you hope to create How does this bring about thepreferred state of the system in your vision What other impacts do you expectWhat is the size of pie and the slice of pie How can you bring it to life in wordsor images What do you want from the listener What is the call to action
What is the purpose of the project or enterprise Who is the team that hasconviction to execute this purpose What is the preferred state of thesystem market according to your vision What are you resolved to do asspecific brand and growth strategies to get there
What is the essence of your idea or project (or the question you want toinvestigate answer) What for who when where How is it designed towork for real-people How will they use it How can it be sustainableScaleable What is a prototype and MVP for the concept Longer termwhat is the roadmap for seizing the opportunity How can you offerpeople more membership mastery or meaning
How do you see things differently What is your insight into human natureor the world that opens up a new possibility What is your epiphany
112
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
PART 6
NICKWECREATE
STORYTELLING DOJO
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
copy Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP 114
STORY FEEDBACK
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
MARKET PRODUCTPEOPLEPURPOSE
CRITERIA
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
INEVITABLESTORY WILL HAPPEN WITH OR WITHOUT YOU
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
MOMENTUMTHE SENSE THAT YOUR STORY HAS BEGUN
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
FINALLY
NICKWECREATE
LEARNINGS
LIKELESS MORE
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
ldquoWhat I think is that a good life is one hero journey after another Over and over again you are called to the realm of adventure you are called to new horizons Each time there is the same problem do I dare And then if you do dare the dangers are there and the help also and the fulfillment or the fiasco Therersquos always the possibility of fiascoBut therersquos also the possibility of blissrdquo
Joseph Campbell
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
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Focused on outcome
Focused on input
Aggressive agenda
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AUDIENCES
ldquoThose who do not have power over their story mdash the power to retell it rethink it deconstruct it joke about it and change it as times change -truly are powerless because they cannot think new thoughtsrdquo
SALMAN RUSHDIE
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
AGNOSTICTOOLS THEIR IMPACT IS DEPENDENT ON OUR INTENTIONS PURPOSE AND VALUES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
CONNECTNICKWECREATECC
WECREATECC SWITCHED ON INNOVATION amp LEADERSHIPNICKJANKELCOM LIFE SWITCHED ON
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
Documentary News PropagandaReality TV Movie Commercial
For Meaning For Message
Focused on outcome
Focused on input
Aggressive agenda
Passiveobservation
Interpretation Ideas Ideology
STORY TYPES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
Power
Expertise
Values
Mindset
Fear
AUDIENCES
