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Outthinker
This document discusses finding a "fourth option" beyond typical approaches. It introduces narratives and frameworks to generate alternative strategies, including moving early to the next battleground, coordinating the uncoordinated, forcing a two-front battle, creating something from nothing, and being good. Examples are provided for each narrative. The document also discusses selling strategies by refining cases and considering different stakeholder perspectives. Overall it focuses on developing disruptive or unconventional options beyond standard or obvious choices.
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Outthinker
- 1. Dr Yvonne Sum 17-18August 2017
- 2. HYPER-CHANGEACCELERATION is thenew normal.
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- 9. RICHARD BRANSON OPRAHWINFREY SŌICHIRŌ HONDA ELIZABETH ARDEN DHIRUBHAI AMBANI BILL GATES CHARLES REVSON HENRY FORD
- 10. MARTIN LUTHER KING JR MOTHERTERESA MAHATMA GANDHI NELSON MANDELA ROSA PARKS MARGARET THATCHER BENJAMIN FRANKLIN
- 11. JOSH LINKNER EPRIZE SABRINA HERRERA GENOMMALAB SUSAN LYNE BBG VENTURES ELON MUSK TESLA MOTORS LARRY PAGE GOOGLE ARIANNA HUFFINGTON HUFFINGTON POST JEFF BEZOS AMAZON CORY BOOKER UNITED STATES SENATOR MARK ZUCKERBERG FACEBOOK TOM ADAMS ROSETTA STONE ROBERT KEANE VISTAPRINT ANN HAND PROJECT HAND
- 15. “First they ignore you,then they laugh at you, then they fight you, then you win.”
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- 18. How Do WeFind The 4th Option ®?
- 19. TWO STANDARD APPROACHES OPTIONNARROWING LAY OUT OPTIONS, APPLY DATA, ARRIVE AT THE OPTIMAL OPTION RULES 1.Alkdjklsdlkj 2.Asdlkfj bou 3.Alsk boiuoidf 4.Goibjhkal dgs 5.Glijgbuu ges 6.Gljgoiud FOLLOW PROVEN RULES FOR BEST PRACTICE
- 20. THE IDEAS FRAMEWORK DISSECT CHOOSE DIFFERENT LEVERAGE POINTS EXPAND GENERATE MORE POTENTIAL STRATEGIES ANALYZE CHOOSE DISRUPTIVE STRATEGIES SELL DECIDEHOW TO COMMUNI- CATE STRATEGY IMAGINE OBJECTIVES: DEFINE OUR VISION AND GOALS; OUR CHALLENGES
- 21. SELF-ASSESSMENT • Top andbottom scores • Interpreting your score: Ways to maximize strengths and build on opportunities
- 22. TESLA CASE STUDY •What could happen if Tesla doesn’t continue to change/innovate? • What are the threats to innovation? • What are key areas for improvement and the biggest opportunities?
- 23. EXPAND GENERATE MORE POTENTIAL STRATEGIES DISSECT CHOOSE DIFFERENT LEVERAGE POINTS ANALYZE CHOOSE DISRUPTIVE STRATEGIES SELL DECIDE HOW TO COMMUN- ICATE STRATEGY THE IDEASFRAMEWORK IMAGINE OBJECTIVES DEFINE OUR VISION AND GOALS; OUR CHALLENGES
- 24. TYPICAL STRATEGY PROCESS TODAY: Wherewe are today, how we got here, our issues and strengths. NEAR-TERM: A reasonable, but stretch, set of strategic goals.
- 25. A MORE STRATEGICAPPROACH TODAY NEAR-TERM: What must be true? LT TRENDS: The future context “MESS”: The undesirable but realistic future. LT IDEAL: Our ideal outcome/ vision/ intent STRATEGIC QUESTION
- 26. THE IDEAS FRAMEWORK DISSECT CHOOSE DIFFERENT LEVERAGE POINTS EXPAND GENERATE MORE POTENTIAL STRATEGIES ANALYZE CHOOSE DISRUPTIVE STRATEGIES SELL DECIDEHOW TO COMMUN- ICATE STRATEGY IMAGINE OBJECTIVES DEFINE OUR VISION AND GOALS; OUR CHALLENGES
- 28. 0 1000 2000 3000 4000 2002 2003 20042005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 URBN REVENUE HISTORY ($ MILLIONS)
- 29. URBN AEO PEER AVE URBN AEO PEER AVE 8.5 4.5 12.0 7.5 9.0 3.5 URBNRESULTS GROWTH 5Y AVE. REVENUE CAGR (%) PROFITABILITY 5Y AVE. EBT MARGIN (%)
- 30. • COLLEGE STUDENTSONLY • USED CLOTHING • ARTISTS NOT MANAGERS • MANAGER FREEDOM • EVERY STORE DIFFERENT
- 31. COMPARE COMPETITORS FIND DIFFERENTIATIONPOINTS LOOK AT INDUSTRY PATTERN WHERE IS NOBODY LOOKING? THE 8 P’S PROCESS POSITION PEOPLE PHYSICAL EXPERIENCE PLACE PROMOTION PRODUCT PRICE
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- 39. “But innovation comesfrom people meeting up in the hallways or calling each other at 10:30 at night with a new idea, or because they realized something that shoots holes in how we’ve been thinking about a problem.” PEOPLE
- 40. WHO YOU HIRE HOWYOU INCENTIVIZE THEM HOW YOU ORGANIZE THEM YOUR CULTURE PEOPLE
- 41. THE IDEAS FRAMEWORK EXPAND GENERATE MORE POTENTIAL STRATEGIES DISSECTANALYZE SELLIMAGINE OBJECTIVES CHOOSE DIFFERENT LEVERAGE POINTS CHOOSE DISRUPTIVE STRATEGIES DECIDE HOW TO COMMUN- ICATE STRATEGY DEFINE OUR VISION AND GOALS; OUR CHALLENGES
- 43. RELATIVE NUMBER OFNARRATIVE CHESS PLAYERS RECOGNIZE: EXPERTMASTERGRAND MASTER
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- 45. CORE RESEARCH 1 23 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 AES CORP. (THE) AL TRAN TECHNOLOGIES SA AMOREPACIFIC CORP APOLLO GROUP INC ASSA ABLOY AB ATI TECHNOLOGIES INC AUTOSTRADE SPA BARR PHARMACEUTICALS INC BROOKFIELD PROPERTIES CORP CAPITA GROUP PLC CHINA INTL MARINE CONTAINERS CJ CORP CLEAR CHANNEL COMMUNICATIONS CSL LTD D R HORTON INC DELL INC ESPRIT HLDINGS LTD FOREST LABORATORIES FRONTLINE LTD GAME GROUP PLC (THE) H & M HENNES & MAURI TZ AB HERO HONDA MOTORS LTD HON HAI PRECISION IND CO LTD IMPALA PLATINUM HOLDINGS LTD INFOSYS TECHNOLOGIES LTD INTL GAME TECHNOLOGY ICI CORP BHD KINGSPAN GROUP PLC MAN GROUP PLC MERITAGE HOMES CORP MICROSOFT CORP NOKIA (AEI) OY NVR INC OM GROUP INC PENN NATIONAL GMAING INC PUMA AG RUOLF DASSLER SPORT SAGE GROUP PLC SHINSE GAE CO LTD SKYWEST INC SPIL-SILICONWARE PREC IND CO STARBUCKS CORP TECHTRNOIC INDUSTRIES CO LTD TEVA PHARMACEUTICALS TIETOENATOR OYJ VORNADO REALTY TRUST WFTHERSPOON COMPANY
- 46. NARRATIVE 10 LOCK UPRESOURCES NARRATIVE 11 CAPTIVE CUSTOMERS BUILD ECONOMIES OF SCALE BEAT THE COMPETITION NARRATIVE 22 MOVE EARLY TO THE NEXT BATTLEGROUND NARRATIVE 34 COORDINATE THE UNCOORDINATED NARRATIVE 7 FORCE A TWO-FRONT BATTLE NARRATIVE 32 CREATE SOMETHING OUT OF NOTHING NARRATIVE 33 BE GOOD OUTTHINK THE COMPETITION NARRATIVE 27 NARRATIVES TO FIND A FOURTH OPTION
- 47. NARRATIVE 22 MOVE EARLYTO THE NEXT BATTLEGROUND
- 48. “I just thinka future in which anyone can shoot stuff into space is more exciting than one which only the government can.”. MOVE EARLY TO THE NEXT BATTLEGROUND NARRATIVE 22
- 49. MOVE EARLY TOTHE NEXT BATTLEGROUND NARRATIVE 22
- 50. MOVE EARLY TOTHE NEXT BATTLEGROUND NARRATIVE 22
- 51. WHERE IS THENEXT BATTLEGROUND? NEW TECHNOLOGIES? SOCIAL SHIFTS? GEOGRAPHIES? MOVE EARLY TO THE NEXT BATTLEGROUND NARRATIVE 22
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- 55. COORDINATE THE UNCOORDINATED NARRATIVE34 AirBnBHipmunk OpenTableUber
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- 60. COORDINATE THE UNCOORDINATED NARRATIVE34 WHO WOULD WE LIKE TO COORDINATE? CUSTOMERS? EXPERTS? EMPLOYEES? REGULATORS?
- 61. CLOUD SERVICES CLOUD PROVIDERS RETAIL FORCEA TWO-FRONT BATTLE NARRATIVE 7
- 62. SHOES SHOES CUSTOMER SERVICE NARRATIVE 7 FORCEA TWO-FRONT BATTLE
- 63. PROJECTS TRADITIONAL CPA FIRMS RESOURCES NARRATIVE 7 FORCEA TWO-FRONT BATTLE
- 64. E-COMMERCE E-COMMERCE DATA NARRATIVE 7 FORCE ATWO-FRONT BATTLE 8 YEARS AGO WE SAID WE SHOULD NOT BE AN E- COMMERCE COMPANY, WE SHOULD BE A DATA COMPANY
- 65. NARRATIVE 7 FORCE ATWO-FRONT BATTLE IN 3 MINUTES WE CAN DECIDE IF WE WANT TO GIVE YOU MONEY, HOW MUCH WE WANT TO GIVE. WITHIN 2 SECONDS THE MONEY WILL BE IN YOUR ACCOUNT. AND ZERO PEOPLE TOUCH. SO WE CALL IT 3-2-0.
- 66. WHAT IS YOURUNIQUE ADVANTAGE OR CAPABILITY? (not as defined by your industry!) HOW DOES THAT KIND OF COMPANY BEHAVE DIFFERENTLY? NARRATIVE 7 FORCE A TWO-FRONT BATTLE
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- 74. NARRATIVE 33 HOW CANYOU CREATE A STRATEGIC POWER BY PURSUING A “GOOD” STRATEGY? BE GOOD
- 75. CREATE SOMETHING OUTOF NOTHING NARRATIVE 32
- 76. CREATE SOMETHING OUTOF NOTHING NARRATIVE 32 JULIE PICKENS
- 77. CREATE SOMETHING OUTOF NOTHING NARRATIVE 32 INGVAR KAMPRAD
- 78. CREATE SOMETHING OUTOF NOTHING NARRATIVE 32
- 79. CREATE SOMETHING OUTOF NOTHING NARRATIVE 32
- 80. NARRATIVE 32 CREATE SOMETHINGOUT OF NOTHING
- 81. THE IDEAS FRAMEWORK DISSECT CHOOSE DIFFERENT LEVERAGE POINTS SELL DECIDEHOW TO COMM- UNICATE STRATEGY IMAGINE DEFINE OUR VISION AND GOALS; OUR CHALLENGES OBJECTIVES EXPAND GENERATE MORE POTENTIAL STRATEGIES ANALYZE CHOOSE DISRUPTIVE STRATEGIES
- 82. “Impossible is a wordto be found only in a dictionary of fools”
- 83. “It’s not thatI’m so smart, it’s just that I stay with problems longer.”
- 84. SELECTING YOUR FOURTHOPTION CRAZY IDEAS WASTES OF TIME WINNING MOVES TACTICS DIFFICULT EASY LOW HIGH 1. PLOT EACH IDEA
- 85. SELECTING YOUR FOURTHOPTION CRAZY IDEAS WASTES OF TIME WINNING MOVES TACTICS DIFFICULT EASY LOW HIGH 1. PLOT EACH IDEA 2. WORK ON A “CRAZY” IDEA
- 86. SELECTING YOUR FOURTHOPTION CRAZY IDEAS WASTES OF TIME WINNING MOVES TACTICS DIFFICULT EASY LOW HIGH 1. PLOT EACH IDEA 2. WORK ON A “CRAZY” IDEA 3. PICK YOUR “FOURTH OPTION”
- 87. THE IDEAS FRAMEWORK SELL DECIDEHOW TO COM- MUNICATE STRATEGY DISSECT CHOOSE DIFFERENT LEVERAGE POINTS IMAGINE DEFINE OUR VISION AND GOALS; OUR CHALLENGES OBJECTIVES EXPAND GENERATE MORE POTENTIAL STRATEGIES ANALYZE CHOOSE DISRUPTIVE STRATEGIES
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- 89. SEEKING 80% CONFIDENCE LEVELOF CONFIDENCE (%) Today Presentation 80 75 55 40
- 90. MANAGE SIX STAKEHOLDERS EARLY ADOPTERS SPONSORS INDIFFERENTFENCE- SITTERS CAUTIOUS FENCE- SITTERS POSITIVE SKEPTICS NEGATIVE SKEPTICS
- 91. REFINING YOUR CASEWITH A V2MOM
- 92. REFINING YOUR CASEWITH A V2MOM
- 93. SELLING YOUR BUSINESSCASE KEY STAKEHOLDERS GAME FRAMEWORK WHAT SPECIFIC OUTCOME ARE YOU AFTER: - DO - BELIEVE WHERE IS YOUR AUDIENCE? - AWARE - CARE - BELIEVE - COMMIT CONCERNS/ OBJECTIONS/ INTERESTS/ TRIGGERS? KEY MESSAGE POINTS NARRATIVE/ STORY-LINE: - SITUATION - STRUGGLE - RESOLUTION - SUPPORT EMOTIONAL CONTEXT? SYMBOLS/ OPTICS TYPE OF INTERACTION ENGAGE -MENT MESSAGEAUDIENCEGOAL
- 94. SELL DECIDE HOW TO COM- MUNICATE STRATEGY DISSECT CHOOSE DIFFERENT LEVERAGE POINTS IMAGINE DEFINEOUR VISION AND GOALS; OUR CHALLENGES FIVE HABITS OF FOURTH OPTION THINKERS EXPAND GENERATE MORE POTENTIAL STRATEGIES ANALYZE CHOOSE DISRUPTIVE STRATEGIESMR. PRACTICAL MR. OBVIOUS MR. EXPERT MR. WHAT WORKS MR. COG
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- 99. Thank You! Dr YvonneSum ysum@5Echo.com