Think Outside the
    Building
Introduction
• Thinking outside the box is a
  popular metaphor for
  creativity.
• But recent major systemic
  challenges...
Important
• The greatest future
  breakthroughs will
  come from leaders
  who encourage
  thinking outside a
  whole buil...
Inside-the-building
            Thinking
• Inside-the-building thinking is
  the hallmark of establishments,
  whose struc...
Developing
             New Solutions
• They pay most attention to
  similar-looking competitors
  in markets already serv...
Steps Outside the
           Building
• In contrast, even small steps
  outside the building facilitate
  productive chang...
Business Cases
             Brazil
• The Bank Santander in
  Brazil increases its
  attractiveness to top
  talent by moun...
Business Cases
           Japan & USA
• At Japanese electronics maker
  Omron, sales representatives
  identify product de...
Business Cases
               USA
• To speed innovation at P&G,
  former CEO A.G. Lafley
  looked well outside the
  build...
Conclusion
• To foster innovation and
  transformation, leaders should
  focus on impact, not inputs.
• They should identi...
Conclusion

• But to do all that
  effectively, they must
  first jump out of the
  box and leave the
  building.
Lico Reis Consultoria
         & Línguas
           Roberto Lico Reis

        Feel free to send us suggestions
          ...
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Think Outside the Building

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It is quite important to think outside the box to find out solutions and alternative ways to our daily problems inside our company.

It is a well-known popular metaphor when facing creativity and its main aspects.

But recent and major worldwide problems (the financial crisis, climate change, etc) have been requiring from us, new ideas and approaches to overcome them as a whole.

And doing that requires more than a just “thinking-outside-the-box”. We must go further to find reliable solutions. The great idea is to go beyond looking for new aspects in other companies and environments.

Our presentation is aiming to point out some aspects of the business theory “thinking-outside-the building” and how could a leader learn new ways of thinking and developing innovation inside his business environment.

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Think Outside the Building

  1. 1. Think Outside the Building
  2. 2. Introduction • Thinking outside the box is a popular metaphor for creativity. • But recent major systemic challenges (the financial crisis, health care reform, and climate change, among others) require new ideas significantly bigger than a mere box.
  3. 3. Important • The greatest future breakthroughs will come from leaders who encourage thinking outside a whole building full of boxes.
  4. 4. Inside-the-building Thinking • Inside-the-building thinking is the hallmark of establishments, whose structures inhibit innovation. • Once the architecture is set, vested interests divide up the floors and reinforce existing patterns and practices.
  5. 5. Developing New Solutions • They pay most attention to similar-looking competitors in markets already served. • They focus on enhancing the use of existing capabilities rather than developing new solutions to emerging problems.
  6. 6. Steps Outside the Building • In contrast, even small steps outside the building facilitate productive change. • Many technology companies place engineers in customers’ facilities to shorten feedback loops for rapid prototyping of new products.
  7. 7. Business Cases Brazil • The Bank Santander in Brazil increases its attractiveness to top talent by mounting crime- reduction and cleanup efforts in bank neighborhoods.
  8. 8. Business Cases Japan & USA • At Japanese electronics maker Omron, sales representatives identify product development opportunities by finding customers’ unsolved problems. • IBM educates future global leaders outside classrooms, sending diverse teams to unfamiliar countries to tackle tough challenges.
  9. 9. Business Cases USA • To speed innovation at P&G, former CEO A.G. Lafley looked well outside the building. • He built on Peter Drucker’s concept of the meaningful outside and had employees identify consumers’ needs by living in people’s homes.
  10. 10. Conclusion • To foster innovation and transformation, leaders should focus on impact, not inputs. • They should identify unsolved problems, map the wider system influencing results, and determine weak links to strengthen or gaps to fill.
  11. 11. Conclusion • But to do all that effectively, they must first jump out of the box and leave the building.
  12. 12. Lico Reis Consultoria & Línguas Roberto Lico Reis Feel free to send us suggestions about new presentations, that can help you to face your life or professional challenges. www.licoreis.com licoreis@licoreis.com E-books: www.migre.me/oQ5 Linkedin: www.migre.me/1d9r Twitter: @licoreis

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