Also keep in mind that there are always two phases in the course of a project: the brainstorming phase and the phase of transfer into reality. For both phases, we need different types of people. For the purpose of developing new ideas, it needs lateral thinkers, anarchists, visionaries, destroyer and rule breakers. Enter the creative input. They ask the ludicrous, they think the unthinkable and dream away in the most beautiful castles in the air into it. NCI has many thoughts on the issue. In this phase, you can have enough crazy ideas. They are the basis for the wow factors that constantly provide enthusiasm in the clientele.
In a second step, it then retrieves the useful ideas on the ground. To do this, the composition of the project team must be changed. Because the transfer at a high level of the feasibility requires a different type of people: the detail-loving protector and keeper. I call this type Yes butter, the other why notter. Why notter see a paradise of opportunities in all new, rather see the Yes-butter potential hazard. The first type is the exclamation point. And the second type is the question mark.
We need the latter to lay stepping stones in the new country. Are they consulted but too early, they stifle any crazy idea in the bud. Consult some – possible inconvenient – customers to appropriate project times that act as idea supplier and/or feedback sensor. If this is not possible, then put a virtual customer representative with at the meeting table. The prefabricated house manufacturer town & country is a life-sized doll named Uschi. Whenever discusses procedures or decisions are to take, one wonders what Uschi would say, and whether she would be excited like this. Each touch point project should be supported by management. Agree so regular reports to the top. Communicate alive in internal media about it. And ensure the necessary budget right at the beginning. I saw already touch point projects fail, because there was no money for it at the end.