The Power of Brainstorming

Many organizational managers have the best source of untapped ideas to reduce costs, improve sales and strengthen customer service walking around before their eyes every day. These ideas reside in the heads of the employees doing their daily jobs; critical contributors to vital business processes. Why untapped? Perhaps the manager lacks a technique or structured method to get these ideas expressed, captured and acted upon.

While some organizations utilize suggestion boxes or provide incentives for ideas, there exists a simple, costless and effective way to stimulate employees to suggest beneficial ideas that help the business. Most every employee is interested to see their organization and company prosper, so are already incented to help with constructive ideas toward that goal. Yet most organizations lack a method to tap such potential.

Brainstorming Sessions

Prior to a scheduled brainstorming session, a manager must put the following in place:

1. A place to meet where everyone can see a flip chart and a wall in the background upon which flip chart pages can be taped.
2. An energetic facilitator who can stimulate discussions and get everyone involved.
3. A Flip chart, markers and tape.
4. A topic to focus the brainstorming on; such as cost reduction, improved revenue, better customer service, speed, etc.
5. An invitation a couple of days in advance to attend
6. And, if one or more participants are working remotely or traveling, a speaker phone in the center of the room.

Once the participants assemble, the manager should introduce the facilitator (if not him/herself), the objective and some ground rules. Some ground rules:

• Ideas will be written down
• We are not interested in solutions yet
• No idea is a bad idea
• Management is committed to follow up

As ideas are raised, the facilitator records them on the flip chart. When a page fills, it is torn off the easel and taped to the wall so everyone can continue to see it. The power of the brainstorming session is in the generation of ideas derived off of someone else's idea. That is why all ideas must remain visible to the participants during the entire session. The facilitator must be prepared to stimulate ideas by moving the thinking to different aspects of the topic being focused upon, or call upon quiet attendees.

I have witnessed success with groups of 5 to 50 generating over 50 ideas in one session. Once the "juices" begin to flow, a sort of intellectual energy takes over. Ideas begin to pop up from even the least expected participants. A little energy creates more energy. At some point, the energy fades and the facilitator should draw the session to a close with a complement to the group, and some indication of what to expect next

Acting on the results

As soon after as possible, the facilitator should transfer the ideas to a spreadsheet, expanding on each as necessary to create a complete description of the idea. If possible, note the originator of the idea. In a subsequent meeting with the manager and other stake holders of the organization, each idea should be reviewed and rated to indicate value and importance. If the manager wishes for more quantification, a dollar value can be assigned to each idea. For ideas determined not worthwhile to pursue, a reason should be noted. Finally, a champion should be assigned to each idea, whose responsibility will be to pursue or implement the idea.

The next step is to inform the champions of their new assignment and, shortly thereafter, to publish the spreadsheet to all who participated in the session, including anyone who was absent. This step is important to retain momentum for future brainstorming sessions, as it demonstrates management's commitment to follow through on the ideas.

Now it is up to the manager to periodically ask for progress reports of the champions in order to ensure that ideas are actually progressing. Status updates should be regularly noted on the spreadsheet. If the manager chooses, the value of ideas implemented can be tabulated periodically to demonstrate the value of the process to the business.

Follow-on sessions

When a follow-on session is scheduled, the latest spreadsheet containing all prior ideas should be sent out with the invitation. This provides a springboard for new ideas, and is helpful if participants can refer to printed copies of all prior ideas during the session. I found it useful to tape to a side wall the sheets from the prior session as a starting point for the next session.

Organizational Culture

In one manufacturing company where I participated in this process both as a manager and facilitator, the brainstorming object was cost reduction. With each session at 2-4 week intervals, the company gradually developed a cost reduction mentality. As employees went about their daily duties, they became much more alert to cost reduction opportunities. During brainstorming sessions they learned about the hidden cost of excessive inventory, production delays, the cost of money, and others. With time, this new culture showed up very favorably on the bottom line. Management highlighted success stories from this process during management meetings, which strengthened the culture even more.

In general, a business owner or manager may choose any objective for brainstorming, with the assurance that if this process is followed assiduously, a culture toward the objective will result.