Consulting with BBP in a Corporate Context - Part 2

How can you effectively introduce and manage the introduction of BBP at your organization?

You can learn from the practical experience of someone who has been there, as you watch the recording of Part 2 of this conversation recorded on Feb. 11, 2009. My guest Diane works at a large technology company, where she has been pioneering the use of BBP with senior executives. 

After Diane and I finish up some loose ends from Part 1 of our conversation, we address questions and discuss what can help you bring about effective change, including:

  • How to introduce change gradually
  • How to set the context for change
  • Tools you can use to make the BBP process easier for everyone to understand

>>>To launch the recording of this workshop, click this link

Video Timeline (Total Time 01:01:18)

Time

Activity

Detail

0:00:00

Introduction

Part 2 working with Diane, using and introducing BBP in a consulting context

00:01:06 -
 Looking at the mind-map brainstorming from the first session with Diane, the problems she encountered related to the critical thinking process, as well as the graphic design process
00:03:30 -
 Cliff reviews the brainstorming mind-map that led Diane through her "Big Pain" process where she realized she could create an opportunity to suggest an alternative process using elements of BBP
00:06:30 - Diane reviews how she introduced new methods, making the right choice in the moment, unleashing parts of BBP at the best time to her group (triaging information and using it when it's most critical)
00:13:40 - Modifying the story template to better sync with her corporate culture, plus Diane was given the clearance to lead her team & stakeholders through this new process of developing presentations
00:19:24 - Diane's team involved in creating the key-note: two co-presenters, approx 9 content providers (stakeholders), people from corporate office to oversee branding
00:21:55 - Where on the team was the unraveling happening?
00:24:25 - How would things have been different if she met with everyone involved in one room (as opposed to the separate meetings she had with the different groups involved)?
00:27:00 - Lessons learned: seeding the ideas, this is an iterative process, argue the case of creating story first, you need top-down buy-in, stay focused on the process!
00:32:10 - It can sometimes be hard to introduce a new process, but what worked 5 years ago, does not work today
00:35:20 - She developed a 1 page roadmap of the big picture, as an organization tool (this helped to stay focused on the project)
00:38:06 -
 Opening up the discussion to listeners on the webinar
00:39:45 -
 Charles experienced that his company thought 5 slides at the beginning of a presentation is too many, there may be redundancy - Cliff responds
00:44:00 - Charles also edited BBP and the first five "setup" slides into: Dilemma, Resolution & Call to Action (these terms made sense to his group)
00:45:49 - Does Charles run into the problem where his team neglects "the role" - where the presenter puts himself in the shoes of the audience - the answer is yes, it's a constant challenge keeping a presentation tailored to who it's being presented to
00:50:10 - Through Cliff's weekly workshops you see the iterative process whereby one Point A is written, but through the process you come back and re-write or refine Point A to better fit your newly brainstormed presentation
00:56:10 - Other resources & tools that could be helpful? Diane thinks a roleplayed example of a consultant with a client could be a helpful tool, as well as learning how to handle conflict or what happens when you "get stuck" and how do you get from 5 4-inch binders into 7 slides
01:01:15 Wrap Up -
01:01:18 End -



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