Description
Ken Tencer is a branding and innovation thought leader who helps organizations master better futures. He is co-developer of The 90% Rule, a success-tested innovation process that enables businesses of all sizes to identify new market and strategic opportunities and map out relevant, high-potential growth opportunities. Ken is a successful entrepreneur and business developer who has built international-scale companies spanning manufacturing, product development, distribution, and professional services. As CEO of Spyder Works, Ken helps companies with both branding and innovation strategy. Today The 90% Rule book is being avidly read by business leaders in the US, Canada, and Europe. Business journalists with leading publications and networks including The Globe & Mail, The Financial Times, CNBC, and Forbes have recognized the timeliness and power of this important work. Ken holds a Bachelor of Commerce degree from Carleton University and a Master of Science in international management from Boston University from their campus in Brussels, Belgium. He also received a joint certificate from the Institute of Corporate Directors and the Joseph L. Rotman School of Management, University of Toronto, for the small- and medium-sized enterprises board effectiveness program. He has sat on a number of for-profit and not-for-profit boards and served as a member of the advisory board for Canada’s Centre for Business Innovation. John Paulo Cardoso is chief creative officer of Spyder Works Inc. and a world-class creative director who believes that true design brings meaning to the mass of unrelated needs, wants, ideas, and perceptions. John is responsible for ensuring that creativity?in all its forms, through all the firm’s work?manifests itself in business results. With over twenty years in design, he has brought his unconventional thinking to clients in many industries, from emerging businesses to multinational corporations. John founded Spyder Desktop Studio in 1992 to support the development of leading international brands such as Agfa, Este Lauder, and Revlon. In 2003 he formed Spyder Works Inc. with Ken, transforming the firm from a leading provider of creative design to a comprehensive provider of business and marketing strategy, integrated design, and communications. At Spyder Works John leads the creative team with the innovative branding model Eight Steps to Brand Re(Invention). He is also the co-developer of the firm’s model for integrated business and design thinking, Building Business by Design. John has an honors BA in fine art history from the University of Toronto and holds a certificate of design from the internationally acclaimed Art Centre in Toronto. Preface by Rick Spence Part I: Simplifying Innovation Chapter One: Innovation: Ouff! That Sounds Difficult Chapter Two: Simplifying Innovation: Don’t Forget to Change the Oil Chapter Three: Innovation Drives Marketing and Sales Chapter Four: Understanding Innovation: Process, Product and Service Chapter Five: The Innovation Continuum: From Simple to Disruptive PART II: The 90% Rule and Defining Your Core Business Chapter Six: The 90% Rule Chapter Seven: Understand Your Core Business: Then Disturb the Status Quo Chapter Eight: Your Core Business Through a Different Lens Chapter Nine: Getting Innovative Thinking on the Front Burner Chapter Ten: Getting Thinking to Work PART III: Working through the 90% Rule Chapter Eleven, Step One: Engaging Emotions, Not Numbers Chapter Twelve, Step Two: Exploring What You Can Be, Not What You Are Chapter Thirteen, Step Three: Building a Relevant Brand Chapter Fourteen, Step Four: Identifying and Ranking Opportunities Chapter Fifteen, Step Five: Building a Plan Chapter Sixteen, Step Six: Speaking To Be Heard Chapter Seventeen, Step Seven: Success Comes from Action: The Never-ending Step PART IV: The Next 10% Chapter Eighteen: The Best of Both Worlds Chapter Nineteen: Making a Decision Chapter Twenty: Growing Your Own Chapter Twenty-One: Unpack Your Bag and Stay Awhile: Applying Innovation to A More Fulfilled You Afterword About the Authors Acknowledgements
