Latest / What is Business Development? / Episode 104: BD Book...Top 3 Tactics from, “Innovative Business Development”

Transcript

Episode 104: BD Book...Top 3 Tactics from, “Innovative Business Development” · What is Business Development?

0:03
Speaker 1: Welcome to the Business Development podcast, brought to you by
0:07
Speaker 1: the Global Business Development Association, delivering the strategies and tactics
0:12
Speaker 1: to boost your career and corporate growth.
0:21
Speaker 2: Hello BD pros, and welcome to the Global Business Development
0:25
Speaker 2: Association podcast called What Is Business Development? And it's great
0:33
Speaker 2: to have everybody back, and it's especially great to have
0:36
Speaker 2: a fantastic book author with us today. Let me talk
0:39
Speaker 2: you about something that we all all business developers confront
0:44
Speaker 2: and that's the ability to integrate innovation successfully. And it's
0:50
Speaker 2: a common challenge for business but it's one that we
0:54
Speaker 2: can overcome today and we're going to do that with
0:57
Speaker 2: our book author. But before we get to let's talk
1:01
Speaker 2: about another common challenge that business developers often face, and
1:05
Speaker 2: that's having all the competency about business development and all
1:10
Speaker 2: speaking one common language in business development. Well, fretno more.
1:17
Speaker 2: We had the solution for you, and that's the Business
1:19
Speaker 2: Development Body of Knowledge. You can grab it on Amazon
1:23
Speaker 2: and then when you read the book, you can take
1:26
Speaker 2: your BDP certification. That's your Business Development Professional certification. It's
1:31
Speaker 2: available on the GBDA website. That's at gbdassociation dot org.
1:37
Speaker 2: Grab your copy of the bd BOCH and get certified BDP. Today,
1:43
Speaker 2: all right, folks, we're going to talk about this book
1:46
Speaker 2: called the Innovative Business Development Book. It's implementing transformation from
1:52
Speaker 2: within and the author is your own Flint. Let me
1:56
Speaker 2: tell you a little bit about the book before I
1:59
Speaker 2: introduce our author. And the book provides not only an
2:04
Speaker 2: understanding of why innovation challenges happen and infusing those innovations
2:09
Speaker 2: into the business, but it's actionable steps to overcome that problem.
2:15
Speaker 2: It offers practical solutions and a fresh perspective. The book
2:19
Speaker 2: illustrates correlation between innovation and business development and it shows
2:25
Speaker 2: how they can compliment each other to create a successful
2:29
Speaker 2: business strategy. And today our author is yad On Flint
2:36
Speaker 2: and his contributions to business development are rooted in an
2:41
Speaker 2: operational strategy that supports transformative investments. With his expertise and
2:47
Speaker 2: strategy consulting and m and A execution, he guides teams
2:51
Speaker 2: and navigating and integrating innovation, ensuring sustainable growth and a
2:58
Speaker 2: competitive advantage. Yad Own went Welcome to the show, my.
3:04
Speaker 3: Friend, thank you for having me.
3:07
Speaker 2: Well, it's great to have you here, yat On, And
3:09
Speaker 2: we're talking about a topic today that I don't think
3:11
Speaker 2: we've covered in previous episodes, and it's really drilling down
3:16
Speaker 2: into the details of innovation and how we as business
3:19
Speaker 2: developers can infuse that innovation into businesses and it's a
3:25
Speaker 2: big challenge for folks. But I'd love to hear first
3:29
Speaker 2: of all, yad Own, how did you get into the
3:31
Speaker 2: business development profession and why did you write the book?
3:35
Speaker 3: So I basically started in economics. I was an analyst,
3:40
Speaker 3: and then I joined one of the richest guys in
3:42
Speaker 3: the world traffick all around the world looking for look
3:44
Speaker 3: with the opportunities for you. And what this guy really
3:48
Speaker 3: liked to do is take these people who have the
3:51
Speaker 3: analysis analysis site, but the business development sets and then
3:57
Speaker 3: trained them to be self sustate. So you basicallyasically gets
4:00
Speaker 3: a one man show where he sends you to analyze deals,
4:03
Speaker 3: but the expectation is for you to come with more
4:06
Speaker 3: deals to the table. And that's the best thing because
4:08
Speaker 3: you learn how to deal with any situation in any country,
4:14
Speaker 3: in any given circumstance.
4:17
Speaker 2: Wow. And the reason so yeah, no, please go ahead,
4:21
Speaker 2: And the.
4:21
Speaker 3: Reason I wrote the book When I started working in
4:23
Speaker 3: the Continental I basically came up to them and said
4:26
Speaker 3: how are you integrating open innovation into your company? And
4:30
Speaker 3: they said, well, it's trial and error. And I said, really,
4:32
Speaker 3: you don't have a guidebook. And I started asking around
4:35
Speaker 3: and I saw that all the companies are really not
4:38
Speaker 3: using a guiebook, and no one has written a guidebook
4:40
Speaker 3: on how to do open innovation in the structure. Then
4:43
Speaker 3: less a bout theistic way and said, hey, it's very
4:45
Speaker 3: similar to business development. Let's write a guidebook. If no
4:48
Speaker 3: one wrote about it, I should. So I wrote a
4:50
Speaker 3: book that I wished I had when I started this journey.
4:55
Speaker 2: Okay, great, Well, and you know what a lot of
4:58
Speaker 2: us as business developers were constantly in in this journey
5:00
Speaker 2: because a big part of what we're doing we do
5:02
Speaker 2: is help infuse that innovation into the business. Right. We
5:08
Speaker 2: are there as advocates for our customers and for our prospects,
5:14
Speaker 2: so inherently our role is to deliver what our prospects
5:18
Speaker 2: and customers need. That is our job to deliver value
5:22
Speaker 2: to them, and so we're right there on the front
5:25
Speaker 2: lines every day hearing what customers are saying and then
5:29
Speaker 2: being able to go back to the product development teams
5:31
Speaker 2: the entire enterprise and say, guys, we need to innovate. Okay,
5:36
Speaker 2: this is what you know. Let's make things happen, folks,
5:38
Speaker 2: because otherwise, if you wait too long, competitors are going
5:42
Speaker 2: to innovate and you're going to get crushed. All right,
5:44
Speaker 2: y'ado on, Let's jump into tactic number one, the key
5:48
Speaker 2: on top key takeaway from your book, please.
5:51
Speaker 3: So let's set over for a point that you first
5:55
Speaker 3: need to have a strategy, and this is where a
5:57
Speaker 3: lot of companies fail at because they confuse strategy with tactics.
6:01
Speaker 3: Tactics is the actions you take, and strategy is the
6:04
Speaker 3: thing that guides you forward, right, and the kind of
6:07
Speaker 3: confusing saying, hey, I'm doing this, this is a strategic decision,
6:11
Speaker 3: and no it's a tactic if it's not really you know,
6:15
Speaker 3: analyzed and compared into other elements. So you need to
6:18
Speaker 3: have both, and you need to have a feedback loop
6:20
Speaker 3: where tactics are kind of like the execution side of
6:24
Speaker 3: the strategy that you have, but also feeding them back
6:27
Speaker 3: of what you're learning into the field. And this feed
6:30
Speaker 3: back look is very, very important, and this is where
6:32
Speaker 3: you start to see companies go sideways. Right, So let's
6:36
Speaker 3: talk about the tactics that you use. The first one
6:39
Speaker 3: that I use is basically scanned the outside world relentlessly.
6:44
Speaker 3: What I basically do is not just focus on your
6:48
Speaker 3: current sector. It's learning from what's happening in other sectors.
6:52
Speaker 3: What are the trends, what are only new technologies, because
6:56
Speaker 3: as it turns out, there's a spillover, you know, or
7:00
Speaker 3: technologies that are moving between sectors. And now more than ever,
7:04
Speaker 3: when you have this digital transformation, the materials and you know,
7:10
Speaker 3: hardware that are becoming more and more software. So every
7:13
Speaker 3: automotive learned from aviation. Now agric tech is learning from automotive,
7:18
Speaker 3: and construction tech or learning from automotive and all moving
7:22
Speaker 3: to defense. So all these kind of movements are very important.
7:25
Speaker 3: And if you see the transitions and the technologies that
7:29
Speaker 3: were i would say more successful in a sector next
7:33
Speaker 3: to you, you will learn a lot on what will
7:36
Speaker 3: happen in your see. So that's point number one.
7:39
Speaker 2: Well, I love point number one and I like how
7:41
Speaker 2: you kind of framed everything by the fact that you
7:44
Speaker 2: need to have a strategic plan. And I think it
7:50
Speaker 2: was the great warrior philosopher Sansu who says tactics are
7:54
Speaker 2: nothing more than the noise before defeat. Right, you have
7:57
Speaker 2: to have strategy, and without it you're kind of flailing about.
8:01
Speaker 2: You might get lucky here and there. And then I
8:04
Speaker 2: like what you said about tactic number one, and that
8:07
Speaker 2: is scan not only your immediate market, your immediate community,
8:12
Speaker 2: but keep eyes out look three sixty and see those
8:18
Speaker 2: complementary markets where you can cross pollinate best practices, cross
8:24
Speaker 2: pollinate technology, cross pollinate new product concepts, or even find
8:30
Speaker 2: possible new partners to collaborate and build something together. So
8:35
Speaker 2: I really like what you say. And you know what,
8:36
Speaker 2: as business developers were out there constantly in the community,
8:40
Speaker 2: in the environment, in the marketplace, we're going to conferences.
8:43
Speaker 2: Conferences are full of complementary companies that are out there,
8:48
Speaker 2: maybe in tangential markets, or even just keeping your eyes
8:52
Speaker 2: on a broader marketplace and just understanding what's going on
8:56
Speaker 2: in the world right.
8:58
Speaker 3: Exactly and adventually. You don't need to really invent the gild.
9:01
Speaker 3: You just learn how to reutilize it. So taking a
9:04
Speaker 3: technology that works in another sector and applying it to
9:07
Speaker 3: your sector is the best thing you can do rather
9:10
Speaker 3: than just inventing something out of scratch. And all the
9:13
Speaker 3: investments that I did, all the biggest partnerships that I've
9:16
Speaker 3: done are from mature technologies from other sectors.
9:21
Speaker 2: Yeah, I really like that, And so tell us a
9:23
Speaker 2: little bit your own. How are you keeping eyes out?
9:27
Speaker 2: I mentioned going to conferences, but what are some of
9:29
Speaker 2: those things that maybe you do on a day to
9:31
Speaker 2: day basis, or you have in your strategic plan some
9:35
Speaker 2: of those channels, if you will, where you can find
9:37
Speaker 2: what's going on.
9:39
Speaker 3: So that brings me into tactic number two. And basically
9:44
Speaker 3: the second book that I wrote, which is about networking,
9:47
Speaker 3: and the biggest asset for a business development manager is
9:51
Speaker 3: the network that the ees. And networking is not the
9:56
Speaker 3: optimistic thing that you think it is. It's most strategical
10:00
Speaker 3: than that. A network is not a set of contacts,
10:03
Speaker 3: it's the people and engagements that you work with in
10:09
Speaker 3: order to generate something. So your network is not the
10:12
Speaker 3: contact that you have, it's what you do with them
10:14
Speaker 3: that matters. And for me, the most important thing that
10:18
Speaker 3: I had or built is have an expert in every
10:22
Speaker 3: domain I don't know anything about as a contact person.
10:27
Speaker 3: So name a sector, name a topic, I have an
10:29
Speaker 3: expert I can call reach out to and ask him
10:33
Speaker 3: a question. So when I come with a challenge. I'd
10:36
Speaker 3: rather instead of trying to re define it or rethink
10:40
Speaker 3: about it, or I don't know, start browsing around the world.
10:43
Speaker 3: I just pick up the phone to five friends and
10:45
Speaker 3: I find the solution.
10:48
Speaker 2: Yeah that's fun, that's fantastic. You know, it's like the
10:51
Speaker 2: old game show where you could phone a friend, right exactly,
10:54
Speaker 2: And yeah, I mean you could. You could research it
10:57
Speaker 2: on chat GPT, but it's even more fun to actually
11:00
Speaker 2: talk to somebody and you know, they have those life experiences,
11:03
Speaker 2: they have their relationships. They are a chat GPT or
11:07
Speaker 2: some other you know AI tool. They're all wonderful tools,
11:11
Speaker 2: but they don't have relationships, and.
11:13
Speaker 3: A chat EPT will never give you this often, which
11:16
Speaker 3: means is this company worthwhile? Are these you know, trustworthy
11:23
Speaker 3: people that you want to collaborate and talk to or
11:26
Speaker 3: is just this just fluff or great technology and a
11:30
Speaker 3: pls right?
11:33
Speaker 2: Yeah, well, you know, and I use those AI tools
11:35
Speaker 2: every day and they're very powerful. But and so many
11:40
Speaker 2: people say that, oh, AI will replace business developers, and
11:43
Speaker 2: I tell.
11:43
Speaker 3: Them no, no, because when you think about the networking
11:49
Speaker 3: side of it, how can an AI ever replace that?
11:52
Speaker 3: They don't know how to interact with people. They can
11:55
Speaker 3: give you tools in the way to manage your relationships
11:59
Speaker 3: in a better way so you won't forget. But the
12:01
Speaker 3: human factor becomes even more important when you have all
12:06
Speaker 3: these AI tools because there's so much noise out there
12:09
Speaker 3: that you need to overcome it.
12:12
Speaker 2: Yeah, you do, you do, and they're very powerful tools.
12:15
Speaker 2: You should leverage them. I'm not saying that businesses should not.
12:19
Speaker 2: You should always be scanning media. Businesses that have developers
12:24
Speaker 2: have done this for years, where we're constantly reading our
12:27
Speaker 2: trade journals back in the day are feeds. Everything is
12:32
Speaker 2: those are sending us the signals. But you also have
12:36
Speaker 2: to have that human network where humans operate based on trust, period,
12:43
Speaker 2: not facts and figures. And we know that trust is
12:48
Speaker 2: proven by neuroscience to be based on purpose, empathy, and
12:51
Speaker 2: truth period, end of story. And we operate as humans
12:56
Speaker 2: trusting other humans. That's why we go into business with them.
12:59
Speaker 2: That's why are we for partnerships with them. It's based
13:02
Speaker 2: on trust. So we are as business developers, we're the
13:05
Speaker 2: trust sensors out there. But as we're sharing, you know,
13:08
Speaker 2: a big part of that trust building is sharing. I'm
13:12
Speaker 2: sure you have you know, your five people, your phone
13:15
Speaker 2: of friends they call you. I bet you they call it.
13:18
Speaker 3: I'm the go to guy and automotive and construction, and
13:21
Speaker 3: I think, you know, in business development, we are more
13:25
Speaker 3: than just you know, the trust signals out the ware,
13:28
Speaker 3: the facilitators. We are basically creating these relationship between the
13:33
Speaker 3: outside world and the company. So we are building this
13:36
Speaker 3: trust and we are the first people that you know,
13:41
Speaker 3: the startups and outside organization to call to if something
13:44
Speaker 3: is going wrong, you know, to understand what's what's going on.
13:47
Speaker 3: And I think this is kind of the misuse of
13:49
Speaker 3: business development and if you think about it, this is
13:51
Speaker 3: kind of mindployee. I haven't seen one MBA program that
13:55
Speaker 3: teaches this, and this is the most important topic in
13:59
Speaker 3: a business. How do you create partners? How do you
14:02
Speaker 3: go to customers? How do you generate or you know,
14:06
Speaker 3: create a relationship with VC's and no one is teaching
14:09
Speaker 3: you how to do it?
14:10
Speaker 2: Yeah, okay, yahd own you triggered me there, my friend,
14:14
Speaker 2: you're going to get me on my soapbox, because that's
14:16
Speaker 2: exactly why I wrote the Business Development Body of Knowledge.
14:19
Speaker 2: I looked around and I have my MBA. It was
14:22
Speaker 2: a very nice program, but there was so much that
14:26
Speaker 2: it did not teach. And look, business development is the
14:30
Speaker 2: lifeblood of the business world. I don't care what kind
14:34
Speaker 2: of accounting balance sheets you can read, income statements you
14:37
Speaker 2: can read, it doesn't matter. It's completely irrelevant. If you
14:40
Speaker 2: have no top line coming in, you have no revenue
14:44
Speaker 2: coming in. And guess where that comes from, folks, It
14:46
Speaker 2: comes from the people right here. You're watching the people
14:49
Speaker 2: who are listening. We're out there, we're building those networks.
14:53
Speaker 2: And you know, increasingly, I see this is interesting trend.
14:57
Speaker 2: I don't know if you've seen this yat own. Increasingly
15:00
Speaker 2: companies are hiring business developers and looking at their network,
15:04
Speaker 2: like I saw one last week and they said, you
15:08
Speaker 2: must have a network of trusted partners, relationships, and so
15:16
Speaker 2: you know, this is this is critical and now companies
15:18
Speaker 2: can easily measure that. Then go look in your LinkedIn profile.
15:21
Speaker 2: You have two hundred connections. Are you can be what
15:24
Speaker 2: rock are you living under? You know? And then I'm sorry,
15:30
Speaker 2: go ahead, no.
15:31
Speaker 3: I think one of the first things that business development
15:35
Speaker 3: learns or manager learns, is that you do deals not
15:38
Speaker 3: between companies but between people. That's the most fundamental essence
15:44
Speaker 3: of the business.
15:46
Speaker 2: Yeah, it's between people. And and let me let me
15:49
Speaker 2: characterize what I just said too. In having LinkedIn profiles, Yes,
15:53
Speaker 2: you know I have thousands of them. That's great, but
15:55
Speaker 2: you know it kind of shrinks down to my my,
15:58
Speaker 2: my cohort, just like you. You have five that are
16:01
Speaker 2: in your your close network. I call it my hunt club.
16:04
Speaker 2: You know, you have to have those close partners, these
16:08
Speaker 2: people you trust implicitly. You've built the trust over years. Uh.
16:14
Speaker 2: And you're constantly looking out for each other's back, right,
16:16
Speaker 2: it's your tribe. And you know you're constantly calling each other,
16:21
Speaker 2: sharing ideas, proactively covering each other's back. And this is
16:26
Speaker 2: what humans have done for ages. And so it's it's
16:29
Speaker 2: great how you're really humanizing innovation and bringing that into businesses. Okay,
16:38
Speaker 2: so we talked about tactic number one, we talked about
16:41
Speaker 2: tactic number two. Let's jump into tactic number three.
16:46
Speaker 3: And I think this is the most interesting one. When
16:49
Speaker 3: people ask me why were you successful in this? What's
16:53
Speaker 3: your secret source? I have one comment. I'm a great storyteller,
16:59
Speaker 3: and that's you need to know how to address your audience.
17:02
Speaker 3: What is the storyteller. The storyteller is not the guy
17:06
Speaker 3: who's or the person who gets his audience engaged. He
17:10
Speaker 3: is the person who relates to his audience and understands
17:14
Speaker 3: what they're wanting to hear and knows how to transform
17:19
Speaker 3: or to tell the story in the way that will
17:21
Speaker 3: relate to them. So it's a very very high emotional
17:25
Speaker 3: kind of state of mind and being able to tell
17:29
Speaker 3: the exact same story in five or six different ways.
17:33
Speaker 3: So if you push, for example, an invisible marker in tires,
17:39
Speaker 3: every person that you meet, you need to tell the
17:41
Speaker 3: story in a relationship that he will understand that and
17:45
Speaker 3: he will relate to that.
17:47
Speaker 2: Yeah, I really like that. Here's what I love about
17:49
Speaker 2: tactic number three. Your own folks listening, completely unprepared, unprompted,
17:56
Speaker 2: your own mentions, and really folks on storytelling. And the
18:02
Speaker 2: folks that are listening who have read the Business Development
18:04
Speaker 2: Body of Knowledge know that I talk a lot about
18:07
Speaker 2: the science of storytelling and why it's so fundamental to
18:11
Speaker 2: success in business development. So it's so great to have
18:14
Speaker 2: experts and bad around the world come on this show
18:17
Speaker 2: and re emphasize these key principles completely unscripted, unprompted from
18:22
Speaker 2: me in advance. Is because these are the common things
18:25
Speaker 2: that we have all learned, right, I bet you yado on.
18:28
Speaker 2: That was not in your your your undergraduate program, your
18:31
Speaker 2: graduate program you've been involved with, right, that was not right.
18:35
Speaker 3: This is stuff no one told me. I need to
18:36
Speaker 3: do like five different presentations, five different people in dippasts.
18:42
Speaker 3: It's every lesson was learned, you know, with battle scars,
18:46
Speaker 3: and you learned that. Okay, it doesn't work. Why doesn't work?
18:49
Speaker 3: It worked with this guy. Oh but this guy was
18:52
Speaker 3: an engineer. This guy is a marketing guy. Maybe we
18:56
Speaker 3: should do something different, you know. And this is how
18:58
Speaker 3: you learn things, kind of like going to the sixteenth
19:02
Speaker 3: century where you learned how to be a physician. You
19:06
Speaker 3: learned through body cadamors. Right, So it's kind of like
19:10
Speaker 3: the same thing. Because again, no one wrote the guidebook.
19:13
Speaker 3: So you need to do, hey, walk my way through
19:15
Speaker 3: your well and do some mistakes in order to to
19:18
Speaker 3: understand what should be done.
19:21
Speaker 2: Folks, grab this book. You don't have to deal with
19:23
Speaker 2: all the challenges your own and I had to face
19:26
Speaker 2: over the years. While you're at it, grab this one too. Okay,
19:30
Speaker 2: enough self promotion. Hey, so let me ask you this
19:33
Speaker 2: concept just kind of really drill down in the tactical
19:35
Speaker 2: implementation of this concept. When you're talking about the storytelling,
19:39
Speaker 2: and we've talked about it in previous episodes, how really
19:42
Speaker 2: important it is. But in the context of innovation, what
19:45
Speaker 2: are you doing because you're I guess what you're saying is, hey,
19:50
Speaker 2: leadership team, we need to bring in innovation. This is
19:53
Speaker 2: the story of how it will benefit the company. This
19:57
Speaker 2: is the story of how we'll implement it. I've heard
20:00
Speaker 2: the companies. I forget exactly which one, but they're a
20:03
Speaker 2: large fortune five hundred and when folks wanted to implement
20:07
Speaker 2: new innovations, they actually had the person write a press
20:11
Speaker 2: release in advance that would tell the story of what
20:15
Speaker 2: the outcome of that innovation implementation was. Is that kind
20:19
Speaker 2: of what you're talking about or is there are there
20:21
Speaker 2: other facets of this concept?
20:24
Speaker 3: It runs a bit deeper. You know, knowing how to
20:28
Speaker 3: write a story in the proper way is the first thing.
20:31
Speaker 3: And this is a thing a lot of people fall
20:34
Speaker 3: through that you know, you need to have a story.
20:36
Speaker 3: They jump into the middle. Right they're talking about the
20:39
Speaker 3: technology and white webs start from the problem, why are
20:44
Speaker 3: we here? What did we do wrong? How can we
20:47
Speaker 3: change it? Tell it as a narrative as a story.
20:50
Speaker 3: So that's what you're talking about. I'm talking about the
20:53
Speaker 3: deeper element of the story data and that's relating to
20:56
Speaker 3: your audience. Really understanding what these people are looking to hear,
21:01
Speaker 3: what are the barriers, what makes the tick, what are
21:06
Speaker 3: they looking to understand from what you're saying, what are
21:09
Speaker 3: the things that really will catch them? And that you
21:13
Speaker 3: work on that so you can tell exactly the same
21:16
Speaker 3: story in five different ways. It should be a story,
21:20
Speaker 3: but in five different ways.
21:22
Speaker 2: I like how you're tailoring the story that probably has
21:25
Speaker 2: a common aspects to it, but you're tailoring it for
21:29
Speaker 2: each audience, whether that's your internal partners, your external partners,
21:34
Speaker 2: your prospects, your customers. Right, they're all getting a little
21:37
Speaker 2: bit different story. And it sounds like what you're saying, too,
21:41
Speaker 2: yad Own is you have to constantly evolve that story,
21:45
Speaker 2: even for those specific audiences, right, because the elements of
21:49
Speaker 2: the environment are constantly changing. What's a concern for your
21:52
Speaker 2: customer today isn't going to be a concern for them tomorrow.
21:55
Speaker 2: The story makes the change.
21:56
Speaker 3: Exactly and you need to understand that. Different cultures and
21:59
Speaker 3: I'm not talking about countries, you know, or different people
22:02
Speaker 3: from different regions. It's engineers are not the same as marketing.
22:07
Speaker 3: People are not the same. Executive are not the same
22:11
Speaker 3: as human, the legal. Each and everyone has their concerns.
22:15
Speaker 3: They are looking to hear something out of this that
22:18
Speaker 3: will relate to them. So you need to learn how
22:20
Speaker 3: to speak in their language.
22:22
Speaker 2: Yeah, I love that. Yadn' Let me summarize the top
22:26
Speaker 2: three takeaways from your book and folks listening again. The
22:30
Speaker 2: book is called Innovative Business Development Implementing Transformation from Within,
22:36
Speaker 2: authored by your own flint Our guest today. So yadn't.
22:41
Speaker 2: Tactic number one eyes out, keep a three sixty view
22:44
Speaker 2: of what's happening in the marketplace so that you, as
22:47
Speaker 2: the business developer, can spot those new innovations, often coming
22:52
Speaker 2: from industries that aren't even yours. They may be tangential,
22:58
Speaker 2: they may be way off over the horizon, but there
23:00
Speaker 2: are things that they're doing where you can cross pollinate
23:03
Speaker 2: into your field, into your industry, and maybe even partner
23:07
Speaker 2: with them to deliver innovations to your prospects and customers.
23:11
Speaker 2: Tactic number two is networking, not transactional, but high trust.
23:17
Speaker 2: Build that real high trust network, that team that knows
23:22
Speaker 2: you trust you, you trust them, you know them, and
23:25
Speaker 2: they are proactively telling you, Hey, I don't I just
23:28
Speaker 2: saw something. This is the wildest thing. You guys probably
23:31
Speaker 2: need to think about innovating and implementing this new capability.
23:34
Speaker 2: Oh that's great because I just found this when I
23:37
Speaker 2: was a conference completely different industry, but I totally thought
23:39
Speaker 2: of you guys, and that kind of collaborative back and
23:43
Speaker 2: forth really helps deliver high trust, high impact, innovative solutions
23:49
Speaker 2: to your business. And then the final key takeaway storytelling. Storytelling,
23:55
Speaker 2: not just for the sake of storytelling and one common
23:58
Speaker 2: story that you tell every buddy, but really personalizing that
24:02
Speaker 2: story for each audience member, your internal partners, your external partners,
24:08
Speaker 2: your prospects, your customers, everybody needs to have a story
24:13
Speaker 2: and the story needs to continue evolving. And yad Own,
24:18
Speaker 2: I would like to thank you for telling us this
24:20
Speaker 2: wonderful story in your book about how we as business
24:24
Speaker 2: developers can implement these wonderful tactics. And even more so, folks,
24:30
Speaker 2: grab your copy of his book again. The book is
24:33
Speaker 2: called Innovative Business Development Implementing Transformation from Within. It's available
24:39
Speaker 2: on Amazon. Yacht Own, how can folks follow your work,
24:42
Speaker 2: connect with you easily.
24:44
Speaker 3: I'm very accessible on LinkedIn. I basically did a very
24:47
Speaker 3: interesting thing of writing and newsletter, a monthly newsletter that
24:52
Speaker 3: relates to the book. So people are asking me deeper
24:55
Speaker 3: questions and I say, you know what, this is a
24:57
Speaker 3: great topic, and I write a newsletter article about So
25:00
Speaker 3: it's kind of a feedback look between these articles in
25:03
Speaker 3: the book, and people reach out. They either engage and
25:09
Speaker 3: comment on things that I write or write me in person.
25:12
Speaker 2: Well, you're clearly doing what you tell people to do
25:16
Speaker 2: in your book, and that is constantly evolving, constantly learning,
25:20
Speaker 2: and constantly innovating with your body of work, and folks
25:24
Speaker 2: reach out to y'ad own obviously a wonderful person, a
25:27
Speaker 2: thought leader in our industry. Yat Own Flint, So thank
25:31
Speaker 2: you for joining us today and thank you for everything
25:33
Speaker 2: that you do for the business development profession.
25:37
Speaker 3: Thank you very much for having me.
25:41
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25:45
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25:49
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