Page 257 - DNBI_A01.QXD

DEVELOPING NEW BUSINESS IDEAS234

This means that you should challenge the blocks, explore and possibly
redefine them. You should generate ideas for resolving the redefined
blocks and then evaluate and select the best solutions to pursue. In
other words, you are following the process model for idea development,
but at a more detailed level, often focused on problems or issues within
individual business functions.

The strength of the model for idea development is that it can
successfully be used at a number of different levels – its flexibility in
use is similar to business modelling techniques such as portfolio
analysis, which can be applied at the level of holding
company/subsidiaries, subsidiary/strategic business units, strategic
business unit/product ranges, and right down to the level of product
range/individual stock-keeping unit.

The reapplication of the idea development process, together with the
additional techniques specific to this fourth step, means that planning
for implementation should follow the series of iterative divergent and
convergent phases illustrated in the Figure 6.6.

Commitment
charting

Force-field
analysis

Reverse
brainstorming

Planning for
implementation

Evaluating &
selecting
ideas

Generating
new ideas

Seeking &
shaping

opportunities

Figure 6.6 Step Four – planning for implementation