7 Features of a Church for the City

Note: During the current “stay-at-home” mandate and other restrictions in place across the country, I am diving back into 11 years of posts, articles, and reviews across my different websites to bring back timely information for today.

The challenge is to establish churches and other ministries that effectively engage the realities of the cities of the world. – Tim Keller

As Tim Keller, pastor of Redeemer Presbyterian Church in NYC notes in his book Center Church, “the majority of evangelical Protestants who presently control the United States mission apparatus are typically white and non-urban in background. They neither understand nor in most cases enjoy urban life. Furthermore, many of the prevailing ministry methods are forged outside of urban areas and then simply imported, with little thought given to the unnecessary barriers this practice erects between urban dwellers and the gospel.

Keller believes that churches that minister in ways that are indigenous and honoring to a city – whatever its size – exhibit these seven vital features:

Respect for Urban Sensibility – Christian leaders and ministers must genuinely belong to the culture so they begin to intuitively understand it. Center-city culture in particular is filled with well-informed, verbal, creative, and assertive people who do not respond well to authoritative pronouncements. They appreciate thoughtful presentations that are well argued and provide opportunities for feedback.

Unusual Sensitivity to Cultural Differences – Effective leaders in urban ministry are acutely aware of the different people groups within their area. Because cities are dense and diverse, they are always culturally complex. The ever-present challenge is to work to make urban ministry as broadly appealing as possible and as inclusive of different cultures as possible.

Commitment to Neighborhood and Justice – Urban neighborhoods are highly complex. Often, alongside the well-off residents in gentrified neighborhoods with their expensive apartments, private schools, and community associations, there is often a “shadow neighborhood” filled with many who live in poverty, attend struggling schools, and reside in government housing. Urban ministers learn how to exegete their neighborhoods to grasp their sociological complexity.

Integration of Faith and Work – Traditional evangelical churches tend to emphasize personal piety and rarely help believers understand how to maintain and apply their Christian beliefs and practice to the worlds of the arts, business, scholarship, and government. Urban Christians need a broader vision of how Christianity engages and influences culture. Cities are culture-forming incubators, and believers in such places have a significant need for guidance on how Christian faith should express itself in public life.

Bias for Complex Evangelism – Not only must an urban church be committed to evangelism; it must be committed to the complexity of urban evangelism. There is no “one-size-fits-all” method or message that can be used with all urban residents. Urban evangelism requires immersion in the various cultures’ greatest hopes, fears, views and objections to Christianity. It requires a creative host of different means and venues, and it takes great courage.

Preaching that Both Attracts and Challenges Urban People – Perhaps the greatest challenge for preachers in urban contexts is the fact that many secular and non-believing people ma be in the audience.  The challenge is for the urban preacher to preach in a way that edifies believers and engages and evangelizes non-believers at the same time.

Commitment to Artistry and Creativity – Professional artists live disproportionately in major urban areas, and so the art are held in high regard in the city, while in non-urban areas little direct attention is given to them. Urban churches must be aware of this, and should have high standards for artistic skill in their worship and ministries. They must also think of the artists no simply as persons with skills to use, but connect to them as worshippers and hearers, communicating that they are valued for both their work and their presence in the community.

By his grace, Jesus lost the city-that-was, so we could become the citizens of the city-to-come, making us salt and light in the city-that-is. – Tim Keller


Reflections and excerpts from Tim Keller’s book Center Church.


To read another post about Center Church, go here.





Next: What should Christians do about cities?

The Opportunity of Ministry in Cities

Note: During the current “stay-at-home” and other restrictions in place across the country, I am diving back into 11 years of posts, articles, and reviews across my different websites to review, update, and bring back timely information for today.

If the church in the West remains, for the most part, in the suburbs of Middle America and neglects the great cities, it risks losing an entire generation of American society’s leaders.

The growth in size and influence of cities today presents the greatest possible challenge for the church. Never before has it been so important to learn how to do effective ministry in cities, and yet, by and large, evangelical Christianity in the US is still non-urban.

Along with these challenges comes a range of unique opportunities. Tim Keller, founder and senior pastor of Redeemer Presbyterian Church in New York City, sees four important groups of people who must be reached to fulfill the mission of the church – and each of them can best be reached in the cities. Here’s a brief summary of his thoughts:

The Younger Generation – the prospects for advancement, the climate of constant innovation and change, the coming together of diverse influences and people – all of these appeal to young adults.  In the US and Europe, the young disproportionately want to live in cities, and for the highly ambitious, the numbers are even higher.

The Cultural “Elites” – the second group is made up of those who have disproportionate influence on how human life is lived in a society because they exert power in business, publishing the media, the academy and the arts. These people spend much of their time or live in city centers.

Accessible “Unreached” People Groups – the currents of history are now sweeping many formerly unreached people into cities as rural economies fail to sustain the old ways of life. These newcomers need help and support to face the moral, economic, emotional, and spiritual pressures of city life, and this is an opportunity for the church to serve them with supportive community, a new spiritual family, and a liberating gospel message.

The Poor – a fourth group of people who must be reached in cities is the poor. Some have estimated that one-third of the people representing the new growth in cities in the developing world will live in shantytowns. A great majority of the world’s poor live in cities, and there is an important connection between reaching the urban elites and serving the poor of your city.

The cities of the world will continue to grow in significance and power. Because of this, they remain just as strategic – if not more so – than they were in the days of Paul and the early church.

  • If Christians want to reach the unreached, we must go to the cities.
  • To reach the rising generations, we must go to the cities.
  • To have any impact for Christ on the creation of culture, we must go to the cities.
  • To serve the poor, we must go to the cities.

– Tim Keller

In Center Church, Timothy Keller offers challenging insights and provocative questions based on over twenty years of ministry in New York City. This book outlines a theological vision for ministry—based on classic doctrines but rethinking our assumptions about church for our time and place—organized around three core commitments:

  1. Gospel-centered: The gospel of grace in Jesus Christ changes everything, from our hearts to our community to the world. It completely reshapes the content, tone and strategy of all that we do.
  2. City-centered: Cities increasingly influence our global culture and affect the way we do ministry. With a positive approach toward our culture, we learn to affirm that cities are wonderful, strategic and underserved places for gospel ministry.
  3. Movement-centered: Instead of building our own tribe, we seek the prosperity and peace of our community as we are led by the Holy Spirit.


Next: 7 Features of a Church for the City

Leaders Acknowledge the Paradox of Expertise

It has been said that all leaders live under the same sky, but not all view the same horizon. Some leaders see a wider horizon and keep their eye on the emerging skyline. Continual learning contributes to their sense of adventure and their ability to steer their organization. Others, however, unknowingly wear blinders. The shifting horizons don’t signal new opportunities because they are unanticipated and out of view.

In this sense, strategic planning is often limited because it keeps blinders on leadership. Auxano founder Will Mancini calls this “fallacy of predictability.” The assumption is that the near future will resemble the recent past. But rapid cultural change has meddled with this assumption. Change now happens so fast that the planning processes of yesteryear are obsolete. Unfortunately, not even the future is what it used to be.

If the North American church is going to avoid the slow but sure death guaranteed by “we’ve always done it that way,” it will have to shift its understanding of both the past that was and the future that is not going to be more of the same.

According to Reggie McNeal, the churches that prepare for the new world will ride the wave of the growth that is possible. Those who don’t prepare will continue to plan their way into cultural irrelevance, methodological obsolescence, and missional ineffectiveness in terms of being kingdom outposts.

THE QUICK SUMMARY – Simply Brilliant by William C. Taylor

Far away from Silicon Valley, in familiar, traditional, even unglamorous fields, ordinary people are unleashing extraordinary advances that amaze customers, energize employees, and create huge economic value. Their secret? They understand that the work of inventing the future doesn’t just belong to geeks designing mobile apps and virtual-reality headsets, or to social-media entrepreneurs hoping to launch the next Facebook. Some of today’s most compelling organizations are doing brilliant things in simple settings such as retail banks, office cleaning companies, department stores, small hospitals, and auto dealerships.

William C. Taylor, cofounder of Fast Company and best-selling author of Practically Radical, traveled thousands of miles to visit these hotbeds of simple brilliance and unearth the principles and practices behind their success. He offers fascinating case studies and powerful lessons that you can apply to do ordinary things in extraordinary ways, regardless of your industry or profession.

As Taylor writes: “The story of this book, its message for leaders who aim to do something important and build something great, is both simple and subversive: In a time of wrenching disruptions and exhilarating advances, of unrelenting turmoil and unlimited promise, the future is open to everybody. The thrill of breakthrough creativity and breakaway performance . . . can be summoned in all sorts of industries and all walks of life, if leaders can reimagine what’s possible in their fields.” Simply Brilliant shows you how.


Most artists look for something fresh to paint; frankly I find that quite boring. For me it is much more exciting to find fresh meaning in something familiar. -Andrew Wyeth

Andrew Wyeth did not look constantly for fresh things to paint; rather, he was excited to find fresh meaning in things that were familiar. The beginning point in ascertaining vision is nothing less than the work of scrutinizing the obvious.

This represents a paradigm shift for leaders. Many leaders see what is, and accept it without looking for deeper or newer meanings. When leaders are “successful” at something, the tendency is to move on to the next thing. After all, you don’t mess with success.

Expertise is powerful…until it gets in the way of innovation. In a world being remade before our eyes, leaders who make a big difference are the ones who challenge the logic of their field – and of their own success.

One of the sobering lessons of the great transformations in business, leadership, and society in the last few decades is that the people and organizations with the most experience, knowledge, and resources in a particular field are often the last ones to see and seize opportunities for something dramatically new.

The storyline has become so familiar that the questions almost answer themselves: All too often, what we know limits what we can imagine.

Cynthia Barton Rabe, a former innovation strategist at Intel, coined a memorable term to describe this debilitating form of strategic blindness. Too may companies and leaders, often the best companies and most successful leaders, struggle with what she calls the “paradox of expertise” – the frustrating reality that the more deeply immersed you are in a market, a product category, or a technology, the harder it becomes to open your mind to new models that may reshape everything. Past results may not be the enemy of subsequent breakthroughs, but they can constrain the capacity to grasp the future.

In other words, the more closely you’ve looked at the field, and the longer you’ve been looking at it in the same way, the more difficult it can be to see new patterns, prospects, or possibilities.

There is a more sustained way to transcend the paradox of expertise, a mindset that draws on the best of what’s come before without closing off what may come next. It’s called “provocative competence,” and it comes from the world of jazz.

William C. Taylor, Simply Brilliant


In his captivating book “Yes to the Mess,” Frank J. Barrett combines his accomplishment as a jazz musician with a background in teaching at the Naval Postgraduate School. In drawing all sorts of leadership lessons from jazz, Barrett states that so-so musicians allow themselves to fall into the competency trap by “relying on licks that have been greeted enthusiastically in past performances, to become in effect imitations of themselves.”

Great musicians manage to “outwit their learned habits by putting themselves in unfamiliar musical situations demanding novel responses.” According to Barrett, provocative competence is “leadership that enlivens activity and rouses the mind to life.”

In jazz, as well as on your church team, we need leaders who do this—men and women who support imaginative leaps, who can create a context that enhances creative possibilities and triggers glimpses, sudden insights, bold speculation, imaginative ventures, and a willingness (even an insistence) that people explore new possibilities before there is certainty and before they fully comprehend the meaning of what they are doing.

Schedule a future team meeting and walk through the five elements of “provocative competence” by discussing the following:

  • Provocative competence is an affirmative move. The leader must first hold a positive image of what others are capable of. This often means seeing other people’s strengths better than they see their own strengths. It’s important to create a holding culture, an environment that provides enough stability and reassurance so that people know there is a safety net, someone to watch their backs as they branch out.
  • Provocative competence involves introducing a small disruption to routine. It is an art to introduce just enough unusual material or thought that it engages people to be mindful – to pay attention in new ways. Timing is critical: Too much disruption on a regular basis will cause it to soon be ignored; too little would seem to be just a stunt.
  • Provocative competence creates situations that demand activity. Leaders push their teams to try and try again to keep trying and discovering as they go. There’s not “sitting this one out” or taking a break to figure everything out.
  • Provocative competence facilitates incremental reorientation by encouraging repetition. Think of it as a comfort zone – but not one that is too comfortable. Even while people are leaning on old habits, they have to attend to new options, and start to manage and process information within a newer, broader context.
  • Provocative competence is analogic sharpening of perspectives and thought processes. Your team should start to make parallel links with seemingly unrelated contexts and see linkages between seemingly disparate ideas.

Saying, “yes to the mess” means finding affirmation in the best of what already exists. Every group, every individual has some strength, some moment of exceptional performance that has the potential to make a difference at some point. Truly gifted leaders—those who practice and exhibit provocative competence—are able to uncover this potential even when it is well hidden, even when the individuals in question can’t see it in themselves.

Excerpt taken from SUMS Remix 110-2, published February 2019.


Part of a weekly series on 27gen, entitled Wednesday Weekly Reader

Regular daily reading of books is an important part of my life. It even extends to my vocation, where as Vision Room Curator for Auxano I am responsible for publishing SUMS Remix, a biweekly book “excerpt” for church leaders. Each Wednesday on 27gen I will be taking a look back at previous issues of SUMS Remix and publishing an excerpt.

>>Purchase SUMS Remix here<<

>> Purchase prior issues of SUMS Remix here<<

The Words We Use: How Our Lives Create Our Language

It’s amazing how our brain can connect events separated by several years and spur us on to discover more about the world around us.

A few years ago I was consulting with a church in the Bronx, and was fascinated by the NY subway. The next year, I spent several days in a hotel in Nashville, TN that had its origins as the train station for the L&N railroad – which I traveled on as a boy to St. Louis, MO. Last fall, I flew into Baltimore and took the train from the airport to Union Station in DC, where I had a couple of days of meetings and sightseeing.

It will come as no surprise to regular readers that this curiosity turned to recreational research in the world of books: histories of subways in general, the ones in New York City in particular, and histories of railroads, starting with the ones in and around New York City.

Reading the book Grand Central, two particular passages caught my eye:

Not long after the Harlem Railroad linked the teeming city of New York to country homes in Harlem, what would become the Bronx, and the Westchester and to small Hudson Valley villages, a perceptive railroad superintendent remembered only as M. Sloat noticed a new class of customer: the repeat passenger, whose to-and-fro trips to work and home represented a potential marketing bonanza. Seizing the opportunity, the railroad initiated an imaginative fare structure for tickets based on a onetime passage or even a round trip, but on unlimited rides for six months or a full year at a steep discount from the single-fare rate.

The full fare was commuted, and with one bold entrepreneurial stroke the commuter – in name, at the very least – was officially born.

Cornelius Vanderbilt (owner of the above mentioned Harlem line), the steamboat tycoon turned railroad magnate, had an on-again, off-again relationship with Daniel Drew, a devilishly clever Wall Street buccaneer.

Drew’s reputation for bloating his cattle by quenching their thirst before delivering them to market and for later outwitting Vanderbilt by diluting Erie Railroad shares would give rise to a double meaning of the term watered-down stock.

The origins of words are fascinating. Here are two terms commonly used in our vocabulary today that were taken from the 1870s. They exist because of the rapidly ascending influence of new technology and industry – the railroad.

Of course, today is a little different…

I’m just wondering – what words are we creating today from the rapidly-changing world we live in?


Quotes from Grand Central: How a Train Station Transformed America, by Sam Roberts

Learning is the Minimum Requirement for Success as a Leader

Our capacity for learning is a part of being a human being. From birth, we are on a fast track of learning – movement, speech, understanding, and so forth. Unfortunately, many people equate “learning” with “schooling,” and when you’re done with school, you’re done with learning.

We are uniquely endowed with the capacity for learning, creating, and growing intellectually – and it doesn’t have an expiration date tied to an event, like graduation.

The practice of lifelong learning has never been more important to leaders than it is today. The necessity of expanding your knowledge through lifelong learning is critical to your success.

Take reading, for example. Many of the most successful people in today’s organizations read an average of 2-3 hours per day. No longer limited to books, reading is a lifelong learning activity that can be done online anywhere at anytime.

Learning is the minimum requirement for success as a leader. Because information and knowledge on everything is increasing every day, your knowledge must also increase to keep up.

Learning how to learn is more important than ever. Dedicate yourself to trying and learning new ideas, tasks, and skills. You don’t need to be aware of everything all the time but learning new skills faster and better – that in itself is a tough skill to master.

THE QUICK SUMMARY – Never Stop Learning by Bradley R. Statts

Keep learning, or risk becoming irrelevant.

It’s a truism in today’s economy: the only constant is change. Technological automation is making jobs less routine and more cognitively challenging. Globalization means you’re competing with workers around the world. Simultaneously, the Internet and other communication technologies have radically increased the potential impact of individual knowledge. The relentless dynamism of these forces shaping our lives has created a new imperative: we must strive to become dynamic learners. In every industry and sector, dynamic learners outperform their peers and realize higher impact and fulfillment by learning continuously and by leveraging that learning to build yet more knowledge.

In Never Stop Learning, behavioral scientist and operations expert Bradley R. Staats describes the principles and practices that comprise dynamic learning and outlines a framework to help you become more effective as a lifelong learner. The steps include:

  • Valuing failure
  • Focusing on process, not outcome, and on questions, not answers
  • Making time for reflection
  • Learning to be true to yourself by playing to your strengths
  • Pairing specialization with variety
  • Treating others as learning partners

Replete with the most recent research about how we learn as well as engaging stories that show how real learning happens, Never Stop Learning will become the operating manual for leaders, managers, and anyone who wants to keep thriving in the new world of work.


Today, the world moves much faster than it did even five to 10 years ago, and there’s more competition than ever. A vast majority of people will inevitably find themselves feeling like they’re falling behind if they’re not constantly investing in themselves. Or they might even feel unemployable at one point or another in their careers. This is true for many professions. A feeling of staleness can encroach as new technologies continue to be developed and implemented in the workplace, and the younger generation comes in with new skills, reshaping the modern workplace.

Learning isn’t a moment in time, nor is it just about acquiring a set of skills or generalized knowledge. It’s not specific to a certain domain you function in.

To succeed in this rapidly changing environment requires continual learning – how to do existing tasks better and how to do entirely new things.

Failing to learn and adapt means being left behind. This creates meaningful risk for our organizations, ourselves, and our children. It’s not just knowledge that’s necessary – it’s using that knowledge to build more knowledge. In other words, to learn.

Key Elements to Becoming a Dynamic Learner

Valuing failure – Dynamic learners are willing to fail in order to learn.

Process rather than outcome – Dynamic learners recognize that focusing on the outcome is misguided, because we don’t know how we got there, whereas a process focus frees us to learn.

Asking questions rather than rushing to answers – Dynamic learners recognize that “I don’t know” is a fair place to start – as long as we quickly follow with a question.

Reflection and interaction – Dynamic learners fight the urge to act for the sake of acting and recognize that when the going gets tough, the tough are rested, take time to recharge, and stop to think.

Being yourself – Dynamic learners don’t try to conform; they’re willing to stand out.

Playing to strengths – Dynamic learners don’t try to fix irrelevant weaknesses; they play to their strengths.

Specialization and variety – Dynamic learners build a T-shaped portfolio of experiences – deep in one area (or more) and broad in others.

Learning from others –Dynamic learners recognize that learning is not a solo exercise.

Bradley R. Statts, Never Stop Learning


To succeed in this new environment requires continual, lifelong learning. At its simplest, lifelong learning requires learning how to do existing tasks better and how to do entirely new things.

In order to risk becoming irrelevant, create a plan to become a lifelong learner.

Set aside some time where you can be undisturbed for at least two hours. Draw a line in the middle of four chart tablets, and write two of the key elements listed above on each half.

Without a lot of processing, proceed to list activities and ideas that you are currently practicing in each area in one color marker. Step back and reflect on what you have written.

Now, using a different color marker, list activities and ideas that you aspire to in each of the eight areas.

When you have completed this task, read what you have written down aloud. In each of the eight areas, circle two activities and ideas that you will focus on improving or developing in the next 90 days.

Before you end this time, look ahead on your calendar 90 days, and block some time out to repeat this exercise.

Excerpt taken from SUMS Remix 113-1, released March 2019.


Part of a weekly series on 27gen, entitled Wednesday Weekly Reader

Regular daily reading of books is an important part of my life. It even extends to my vocation, where as Vision Room Curator for Auxano I am responsible for publishing SUMS Remix, a biweekly book “excerpt” for church leaders. Each Wednesday on 27gen I will be taking a look back at previous issues of SUMS Remix and publishing an excerpt.

>>Purchase SUMS Remix here<<

>> Purchase prior issues of SUMS Remix here<<

Mulan – Reimagined

When Disney’s animated musical action adventure film Mulan came out in 1998, our daughter Amy was 10 years old. I’m not sure what exactly it was in the movie that captivated her, but Mulan became (and remains) her favorite Disney character. I’m pretty sure we wore out at least one  VHS tape, and various pieces of artwork and figurines that she has collected over the years can be found all over her house.

So it was no surprise that when Disney announced in 2015 that a live-action version of Mulan was in the works, Amy was both excited – and a little skeptical. After all, since Disney began producing live-action remakes of their animated classics in 1994, it’s been a pretty hit-or-miss proposition. Some have been pretty good, some have been so-so.

And the 2020 version of Mulan?



I’ve just returned from a quick trip to Raleigh, NC, where I met Amy for an afternoon movie – the first public showing of Mulan, a preview for Gold members of D23, Disney’s fan club. It was shown following the annual meeting of the Walt Disney Company’s stockholders.

I had been looking forward to the movie’s release on March 27 (I already have tickets), and have intentionally not read or watched a lot about it online. So, my expectations were neutral, reserving judgment until I had a chance to see it in person.

See above

When the VP of D23 introduced the movie, I think it was his words that set the tone and pretty much sum up the approach that made this so successful.

“We’re so excited to unveil Walt Disney’s reimagining of the animated classic.”

Not a remake.

The following comments may contain slight spoilers, so read at your own risk.

  • If you really liked the musical aspect of the 1994 version, you won’t find any of the songs that garnered significant praise and won several industry awards in the new movie.
  • If you liked Mushu, the ancestor’s guardian wonderfully voiced by Eddie Murphy, you won’t find  the character anywhere in the new movie.
  • If you liked the character of Li Shang and the developing romance and implied marriage with Mulan, you won’t find it happening in the new movie.

There’s more, but I think you get the point.

The 2020 version of Mulan is not a remake of the 1994 version of Mulan – and that’s what makes it a marvelous movie; in Disney terms, a reimagining.

  • There’s no songs, but there are musical themes from those songs, along with dialog references.
  • There’s no Mushu, but there is a delightful surprise “guardian” introduced early on who makes regular, timely appearances.
  • There’s no Li Shang, but a couple of different characters more than make up for his absence.

I could go on, but I won’t. I’m not a critic (thank goodness), but I know a good movie when I see one.

One that has a vibrant story, identifiable characters you want to root for (and against), emotional twists, action-packed choreography, and amazing production design.

The soon-to-be-released live action Mulan is all that, and more.


It’s Highly Possible that You’ve Already Had Your Next Best Idea

Most of us attach the word “audit” to “IRS” and the word association isn’t pleasant.

The general definition of an audit is an evaluation of a person, organization, system, process, enterprise, project or product.

The term most commonly refers to audits in accounting, internal auditing, and government auditing, but similar concepts also exist in project management, quality management, water management, and energy conservation. (from Wikipedia)

Debra Kaye, writing in Red Thread Thinking, wants to give new meaning to the word audit by attaching it to your ideas instead of your tax returns.

There’s plenty of information, products, materials, and technology that can be looked at in a fresh way, modified somehow, and used again.

We’ve all experienced deja vu – looking at an unfamiliar situation and feeling – almost knowing – that you’ve seen it before.

It’s time to flip that phrase.

William Taylor, cofounder of Fast Company magazine and author of Practically Radical, writes that it’s time for the best leaders to demonstrate a capacity for vuja de’. It’s looking at a familiar situation (say, being a leader in ChurchWorld for decades, or designing and delivering a weekly worship experience for years) as if you’ve never seen it before, and with that fresh line of sight, developing a distinctive point of view on the future.

You can’t do big things anymore if you are content with doing things a little better than everyone else, or a little differently from how you’ve done them in the past.

It’s time to look at your organization and your calling as if you are seeing them for the first time.

We all have ideas that never went anywhere. It’s time to unearth old notes from previous development projects. Are there innovations or ventures that you started to work on and then abandoned for some reason?

It’s time for an “idea audit” to see what’s in the back of your hard drive, filing cabinet or closet. When you reassess what’s already there you can uncover what’s worth revisiting.

What should you be looking for in an idea audit? Most organizations and innovators have or can find hidden assets in their past ideas and efforts, including:

  • Existing old technologies that have accessible benefits that can be enhanced and revealed to new constituents
  • Underleveraged technologies or products that could be valued in categories that were not previously considered or by new or niche groups of consumers
  • Unreleased products or too quickly discarded product concepts that could be potential winners, but that went astray because the going-in insight or platform wasn’t properly tweaked
  • Undervalued distribution networks that can be reawakened with partners who want to be where you are
  • Consumer perceptions and sluggish brand equity that can be refreshed to awaken new revenue

In short, open your eyes fresh and look anew.

Look at your resources – every false start, tool, prototype, note, gadget, materials, formula, recipe, or report available – from a different perspective.

Maybe it’s even time for a little Vuja De’.

Most artists look for something fresh to paint; frankly I find that quite boring. For me it is much more exciting to find fresh meaning in something familiar. – Andrew Wyeth


inspired by:

 Red Thread Thinking, by Debra Kaye with Karen Kelly

Practically Radical, by William C. Taylor