Peter Andrews with the IBM Advanced Business Institute talks about the following reference points for most organizations interested in innovation:

1. Idea/Insight. This is what gets documented in a brainstorming session. It is the first expression of new possibilities, either as a combination or a complete novelty.

2. Research. Here, the idea is actualized. The idea is checked for precedence, put into context, tested and explored for application.

3. Development. The innovation must be directed toward a market, honed, made feasible and “owned” at an appropriate level.

4. Management/Strategy. Companies that have formal processes of innovation may go back to this stage repeatedly, but, essentially, it is here that innovations are judged, put into a business context, prioritized, validated supported and promoted.

5. Manufacturing/Distribution. Here, the innovation becomes a product or service and is made available outside the organization.

6. Sales/Marketing. The innovation must be reinterpreted for customers, made visible, explained and offered. In addition, Sales provides a venue for feedback and judgment.

7. Marketplace. The customer validates the innovation by buying and using the innovation.

Click here for the rest of the article: Roles for innovation – The right people at the right time

I came across a great article written by Lois Kelly, a radiant and successful colleague of mine, where she powerfully articulated the following 13 most important traits for a consultant:

1. Expertise that provides real business value
2. Ability to cut to the core of an issue or situation and diagnose causes of the problem
3. Creative thinking to develop pragmatic ways to solve the problem
4. Outstanding oral and written communications skills
5. Responsiveness
6. Perspective
7. Influence
8. Confidence & self-esteem
9. Intellectual curiosity
10. Thick skin (clients pay you to be frank, but they’ll often push back and challenge, as they should. You can’t take it too personally.)
11. Fearlessness
12. Flexibility to create “work arounds” to deliver value within every client’s realities
13. Integrity. A consultant’s only asset is her/his reputation.

Email signature is a powerful, easy, and economical way to market your company, products and services. Include a short marketing message with a “call-to-action” that invites your recipient to take an action such as:

1. Subscribe to your newsletter
2. Read your articles and blogs
3. Purchase your products and services
4. Announce a new offering / incentives
5. Visit your web site

Also, why not include your demographic information such as address, phone number and extension. This way you will make it so much easier for your recipient to get a hold of you if necessary.

Below is an example of my own email signature:

Chad Barr
President
CB Software Systems, Inc.
Tower East
20600 Chagrin Boulevard #1110
Shaker Heights, OH 44122

Ph: 216-991-2277×112
Fax: 216-752-2239

Interact with us at: www.cbsoftware.com

Subscribe to our free monthly electronic technology newsletter, jammed with resources, articles, and tips by clicking: www.cbsoftware.com/etc/newsletters.php

To read my latest article, ” Blog, Blog, Blog … How to improve your marketing exposure” click on:
www.cbsoftware.com/cbnn/How-to-improve-your-marketing-exposure.php

See the work we’ve done for international consultant, speaker and author Alan Weiss and join Alan’s Forums for debate, networking and ideas exchange at: www.alansforums.com

Fully integrated e-commerce & e-business solutions such
as the one we developed for: www.sskemp.com

View Chad’s new Blog: www.chadbarr.com

I believe that charging based on value and not hours is a win-win situation for all parties. Here are 10 reasons why value-based fees make sense, which were quoted by international consultant, speaker and author Alan Weiss:

1. There is a cap on your investment. You know exactly what is to be spent and there are no surprises.

2. There is never a “meter running.” You do not have to worry each time my help is requested that I might be here for an hour, a day, or a week.

3. It is unfair to you to place you in the position of making an investment decision every time you may need my help. Otherwise, you’re trying to determine the impossible: Is this an issue that justifies a $2,000 visit or a $500 phone call. No client should ever be in that position.

4. Your people should feel free to use my assistance and to ask for my help without feeling they have to go to someone for budgetary approval. This only makes them more resistant to sharing their views, and at best delays the flow of important information.

5. If I find additional work that was unanticipated but must be performed, I can do it without having to come to you for additional funds. In those instances, legitimate, additional work would otherwise be viewed as self-aggrandizing and an attempt to generate addition hours or days.

6. If you find additional, related work that must be done, you can freely request it without worry about increased costs.

7. The overall, set fee, in relation to the project outcomes to be delivered, is inevitably less of a proportional investment than hourly billing.

8. If conditions change in your organization, you won’t be in the difficult situation of having to request that the project be completed in less time. The quality approach is assured, since the fee is set and paid.

9. If I decide that additional resources are necessary, there is no cost to you and I can employ additional help as I see fit.

10. This is the most uncomplicated way to work together. There will never be a debate about what is billable time (e.g., travel, report writing) or what should be done on site or off site.

For additional articles written by Alan Weiss, Ph.D. make sure to visit his articles section on his web site:
Alan Weiss Articles