2.5 years… no, it’s not a lot of time, but that’s how long I can stay in one role. It happened with my first, second and third job. Each time, after exactly 2.5 years I grew antsy. Each time, after 2.5 years I wanted to push myself into something entirely different.
Around the summer of 2015, my partners noticed this antsy-ness and we decided to embark on an internal innovation project that ended up becoming “PROTO.”
In this special blog, I will share how we created our card-game on business modeling… (and how it almost didn’t happen). In doing so, we hope you find insights for your own projects.
Step 0: Examine Your Foundation
Like most other companies, our budget didn’t include extra cash to “explore new things.” Yet this innovation project had to contribute to the business. So before we started investing, we analyzed our own business model for its limitations.
Step 1: Setting Goals
The results of the analysis weren’t a surprise but it did guide our thinking… what if we flipped our business on its head? We were primarily a B2B service in China, so what if we explored B2C products abroad?
“I think people hold onto things… without realizing the thing that’s going to get them to the next level is to break the thing that got them there.”
Gary Vaynerchuk (Daily Vee 215).
Takeaway: From Limits to Goals
If you’re serious about your business, then look at its fundamental structure. Examine yourself, your team, your clients and your market:
Attack these limitations with your next innovation. This first post outlines the inception of this project as well as how we set the parameters to make sure this creative exploration would be strategically relevant.
In the next blog, I want to share how we translated these parameters into ideas and eventually into PROTO. (Fast forward to present day 2017, and it’s obvious how PROTO fits within this original frame, first set in September 2015).
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