Out Think the Competition: The “OutThinker” Process · ©Kaihan Krippendorff All Rights...
Transcript of Out Think the Competition: The “OutThinker” Process · ©Kaihan Krippendorff All Rights...
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! Kaihan Krippendorff All Rights Reserved.
Out Think the Competition: The “OutThinker” Process
East Bay CIO Roundtable November 2014
Robert L. Weinberg, Ph.D.
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WHAT IS THE OUTTHINKER PROCESS?
•! A strategic and innovative thinking program
•! Creates real time solutions and a system for ongoing innovation
•! Based on three books and a decade of research
•! Being adopted by a growing number of corporations to create and drive a culture of innovation
Clients include Microsoft, L’Oreal, Johnson & Johnson, Aetna, United Tech, Analog Devices, Ebay, Red Bull, Symantec, and many more
Delivered in the US, China, India, Canada, UK, France, Netherlands, Japan, Singapore, Colombia, Peru, Venezuela, and beyond
Being adopted by a growing number of corporations to create and drive a culture
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© Kaihan Krippendorff All Rights Reserved.
The Role of Strategy
What does the Market expect us
to deliver?
1
What do we want to create?
3
4
4
5
2
What strategies do we need to execute our plan?
What is the gap?
Where are we today?
Breakthrough Performance Model adapted from Judy Rosenblum, 2007
Destination
Current Reality
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Outthinker Methodology The Five HABITS of Innovative Leaders & Teams
! " # $ %
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Five Habits to Create “4th Options”
!"#$%&'()"*$+%,"&''
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“Who the hell wants to hear actors talk?” Harry M. Warner, CEO of Warner Brothers Pictures, circa 1927
“Heavier than air flying machines are impossible.”
Lord Kelvin President, Royal Society, circa 1895
“There is no likelihood man can ever tap the power of the atom.”
Robert Millikan, Nobel Prize in Physics, 1923 “There is no reason for any individual to have a computer in their home.”
Ken Olsen President , Digital Equipment Corporation,1977
“The phonograph … is not of any commercial value.” Thomas Alva Edison (Inventor of the Phonograph), circa 1880
Outthinkers are Outliers
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© Kaihan Krippendorff All Rights Reserved.
Go home
Wait
Cross
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Outthinker Methodology Finding the BIG I.D.E.A
! " # $ %
Today’s Focus
$
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I.D.E.A.S
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You just received a $1,000. How would you allocate the money?
“Use it to buy something nice for someone special.”
“Invest it in a retirement fund.”
“Plan a fun and extravagant occasion.”
“Put it in a checking account.”
“Me Now” “Me Later”
3x
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!"#$%&'()#*+$$,-./0/'-/-1$'2&0#).#0$/-$3"#$4232&#$/0$0'$5/672)3$3"83$9#$':#-$
3"/-;$3"83$4232&#$0#)4$80$8-$#-<&#)=$5/>#&#-3$?#&0'-@$!
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Objective: Give yourself permission to dream a different future.
I | IMAGINE 5 m
in
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Objective: Force yourself to travel to a different future.
I | IMAGINE
7 m
in
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Objective: Force yourself to travel to a different future.
I | IMAGINE
7 m
in
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Objective: Force yourself to travel to a different future.
I | IMAGINE
7 m
in
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Objective: Bring that future back to the present.
I | IMAGINE 3 m
in
5 m
in
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Objective: Attain strategic clarity.
I | IMAGINE
5 m
in
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Objective: Attain strategic clarity.
I | IMAGINE
5 m
in
Example Metric: “Nissan 1-8-0” 1 million new cars, 8% increase in Profit Margin, Zero long term debt
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Can you think ahead to where you want the company, your team, yourself in 5 years….picture yourself there.
WHAT IS THE KEY STRATEGIC QUESTION FOR YOU?
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What I found most valuable
about the IMAGINE step
was…
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I.D.E.A.S
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A Framework For Fourth Options
Position
Process
Physical experience
People
Place Product
Promotion Price
The 8Ps
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Use a process to think about areas of opportunity that others may have missed.
Position
Process
Physical experience
People
Place Product
Promotion Price
The 8 Ps
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Company Ou+hinker Score (X)
Pos.
Proc.
Phys. People
Place Prod.
Promo. Price
Tesla Motors (6)
Dell (8)
Pos.
Proc.
Phys. People
Place Prod.
Promo. Price
Rose+a Stone (7)
Pos.
Proc.
Phys. People
Place Prod.
Promo. Price
Southwest (8)
Pos.
Proc.
Phys. People
Place Prod.
Promo. Price
Vistaprint (10)
Pos.
Proc.
Phys. People
Place Prod.
Promo. Price
Pos.
Proc.
Phys. People
Place Prod.
Promo. Price
Walmart (7)
Genomma Lab (8)
Pos.
Proc.
Phys. People
Place Prod.
Promo. Price
Pos.
Prod
Phys. People
Place Proc
Promo. Price
Urban OuIi+ers(9)
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Objective: Be a problem finder, not a problem solver.
D | Dissect Exercise
2 m
in
Pick the TWO “Ps” you usually solve this
problem from.
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Objective: Be a problem finder, not a problem solver.
D | Dissect Exercise
3 m
in
Pick the “P” you are least likely to dissect
your challenges from.
Generate as many questions as you can to think about your challenge from this
“P”
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What I found most valuable
about the DISSECT step
was…
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I.D.E.A.S
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K8/L&'M0&!N#7:/'-*.!
How Do Great Strategists See the “Winning Move?”
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Source: Baddeley model of short term working memory
Consciousness
Phone(c loop Visuo-‐spacial sketchpad
Episodic buffer
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Relative number of games chess players recognize:
L+%#/')%1$"+' !%1$"+' KM5"+$'
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K7+25"'N'O2+$.'8)"+0:%'P'E%0+<'$%&"1QE%6&"1'
R%5%#'P'S2%#'
T#/0%'P'@7+%#%1'
",-'&!O!P;!7:0&:&Q/$7!
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Identifying Outthinkers
A&8*/!20/&R#'!!36>15!!
>/S/'*/!Q0#@:,!!3"KE>5!
3TUV6<K5!W0#X:!$&0Q-'!
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Core Research
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Move Early to the Next Battleground
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COORDINATE THE UNCOORDINATED
© Kaihan Krippendorff, 2011
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COORDINATE THE UNCOORDINATED
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Coordinated the Uncoordinated
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Create Something Out of Nothing 32
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Create Something Out of Nothing 32
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Create something out of nothing New categories • Apple iPad • Apple iPod • Sports drink (Gatorade) • Energy drink (Red Bull) • …
New users • Calloway Golf • …
New occasions • Fabrese moment (P & G) • Engagement ring (DeBeers) • Tequila moment (spirits
companies) • Valentines Day (Hallmark) • White day (Japanese sweet co.s) • …
New regulations • Cancer insurance (AFLAC) • …
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Add a new piece the board (while others are playing with the pieces on the board).
What can you create? - New categories? - New occasions or needs? - New customers? - New suppliers? - New distributors? - New regulations?
Create something out of nothing 32
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Objective: Find an idea that others will laugh at and ignore.
E | Expand Exercise
& One stratagem per round & 5 minutes to generate as
many ideas as possible & The goal is quantity not
quality & BE CRAZY!
THREE ROUNDS TOTAL
5 m
in
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What I found most valuable
about the EXPAND step
was…
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I.D.E.A.S
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Objective: Find a crazy idea.
A | Analyze
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Objective: Plot your ideas. Turn a crazy idea into a winning move.
A | Analyze
3 m
in
3 3
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© Kaihan Krippendorff All Rights Reserved.
Don’t build handsets
Risk of no WiFi
Customer Service too costly
“Each of these could have been show stoppers”
David Morken, CEO Bandwidth.com
Motorola
Early adopters
No one provides service
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What are the first three steps to make it happen?
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I.D.E.A.S
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Z'
!'
='
W#@/0!
!'=' Z'
KG-8-:(!:#!-'Z*/'2/!
D,#!M#!(#*!'//M!:#!2#'S-'2/[! D,&:!-7!(#*0!$/77&Q/[!
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Step 5 – Sell
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Sell Practice
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“First they ignore you, then they laugh at you, then they fight you, then you
win.”
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! Kaihan Krippendorff All Rights Reserved.
Mr. Practical Mr. Obvious Mr. Expert Mr. What Works Mr. Cog
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You are now an “Official” Outthinker
Address 5 habits
Imagine
Mental (me-‐travel
Dissect
A9acking the inter-‐connected system
Expand
Frame-‐shiFing
Analyze
Disrup(ve mindset
Sell
Percep(on shaping
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Mohammad Yunus
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Ratan Tata
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Betsy Johnson
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Thomas Edison
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Ray Kroc
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C:0"#:"24="%/"+1.05`3)%0&G:2)'
THANK YOU!
Robert L. Weinberg. Ph.D.
Weinberg Consulting