CERTIFICATION MADE POSSIBLE

Employees also could interact

with their leadership team in town-hall forums, and participate in facilitated discussion groups scat- tered in lounge areas. “It gave a voice to all employees,” Kranz said, “and generated two-way communi- cation between leadership and attendees.”

The two-

way engage- ment began before the event. Employees were asked to submit questions and concerns in advance; company leaders then took that input and used it to shape their initial addresses to employees, and incorporated feedback generated during the meet- ing in the closing session. Boston Scientific execu-

tives were ecstatic with the results, Kranz said. After seeing the impact that the interactive methods had, they decided to continue the dialogue throughout the year and to hold an annual meeting next year, instead of every four to five years.

“Most importantly,”

By creating an interactive environment, said Cheryl Kranz, CMP, the Boston

Scientific regional meet- ing got “a very positive reception.”

Kranz said, “they listened to the comments and ques- tions, and are implement- ing actions that were suggested by the employ- ees.” — Barbara Palmer

such times, the inade- quacies of present processes, meth- ods, and proce- dures become obvious. In crunch times, the sales rep in the field office, when trying to process a rush order, has a “there’s got to be a better way” moment and comes up with an idea to find that bet- ter method. The team preparing in haste for the industry trade show comes up with ideas that dramatically improve next year’s planning. The marketing team, busy preparing a bid proposal by the promised deadline, is spurred to rethink its system so that next time doesn’t require an all- nighter. All of these are exam-

ples of how assaulting assumptions can turn the “lack of time” from a barrier to a catalyst. Capacity is a state of mind. An innovation begins where assump- tions end.

To Tucker, innovation is an opportunity mindset, and he provides seven ways to activate that way of thinking: 1. Listen to consciously shift your perspec- tive.

2. Think small. 3. Listen for “there’s got to be a better way” mutterings.

4. Pay attention to happy accidents.

5. Look for problems customers have that aren’t being solved.

6. Look for opportuni- ties to eliminate non-value-adding work.

7. Think big. [ 78

How are meetings and conventions innovating? Carrie Freeman Parsons,

Vice Chair and Chief Marketing Officer, Freeman “Customers are much more focused on the desired results. The

goals typically include building their brand equity, fostering relation- ships, shortening the sales cycle, and demonstrating their product (education). These outcomes are more difficult to measure than counting leads, but theyare imperatives for post-recession growth.”

pcma convene December 2010 ]

About thinking small: During the prepara-

tion phase of an assign- ment, my client will often say something like, “You should know that our people think of inno- vation as the big stuff— breakthrough products and business models and quantum-leap process innovations.

continued on page 80 www.pcma.org

PHOTOS COURTESY STEPHEN GEFFRE