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Harvest great ideas from your company’s best assets

Many businesses, large and small, have a huge source of great ideas that can help them improve, innovate, and grow, and yet so many of these companies never think of using this amazing corporate asset. What is this highly valuable asset? Its own people. Says Morgan Fraud, the author of The Thinking Corporation, “Given that we are all capable of contributing new ideas, the question becomes how do you successfully generate, capture, process and implement ideas?” Becoming an organization capable of answering this question can benefit in a number of ways:

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Want Profit, Bottom UP

BURP: Don’t knock it ‘til you try it.

I’m not suggesting that you host an open bar at work. What I am suggesting is that you adopt the BURP strategy in your place of business. Okay, now I’m sure you think I just returned from a two martini lunch, but alas I’m quite serious (yes, sober too). The BURP strategy (Bottom’s Up for Remarkable Profits) is based on a single premise: nobody knows how to make your business succeed like those that do the work.

I’m not suggesting that you host an open bar at work. What I am suggesting is that you adopt the BURP strategy in your place of business. Okay, now I’m sure you think I just returned from a two martini lunch, but alas I’m quite serious (yes, sober too). The BURP strategy (Bottom’s Up for Remarkable Profits) is based on a single premise: nobody knows how to make your business succeed like those that do the work.

In business, high-level managers are responsible for creating the vision and mission, setting the direction in which the business will go and the means by which it will go there. Mid-level managers are responsible for implementing the policies and plans created at the highest level. Front-line managers direct the activities of the non-managerial personnel. Each of these people are subordinate to someone. If you’re the CEO, it’s the Board; a VP, it’s the CEO; and so on.

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