November CIO Roundtable Presentation

Transcription

Out Think the Competition:
The “OutThinker” Process
East Bay CIO Roundtable
November 2014
Robert L. Weinberg, Ph.D.
! Kaihan Krippendorff All Rights Reserved.
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
The Role of Strategy
Destination
1
2
What does the
Market expect us
to deliver?
What do we
want to create?
4
4
What is the gap?
3
Where are
we today?
Current
Reality
5
What strategies do we
need to execute our plan?
Breakthrough Performance Model adapted from Judy Rosenblum, 2007
© Kaihan Krippendorff All Rights Reserved.
Outthinker Methodology
The Five HABITS of Innovative Leaders & Teams
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Five Habits to Create “4th Options”
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Outthinkers are Outliers
“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.”
“There is no reason for any individual to have a
computer in their home.”
Robert Millikan, Nobel Prize in Physics, 1923
Ken Olsen President , Digital Equipment Corporation,1977
“The phonograph … is not of any commercial value.”
Thomas Alva Edison (Inventor of the Phonograph), circa 1880
Go home
Wait
Cross
Outthinker Methodology
Finding the BIG I.D.E.A
Today’s
Focus
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I.D.E.A.S
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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5 mi
n
I | IMAGINE
Objective: Give yourself permission to dream a different future.
7 mi
n
I | IMAGINE
Objective: Force yourself to travel to a different future.
7 mi
n
I | IMAGINE
7 mi
n
I | IMAGINE
53 mi
mnin
I | IMAGINE
Objective: Bring that future back to the present.
5 mi
n
I | IMAGINE
Objective: Attain strategic clarity.
5 mi
n
I | IMAGINE
Objective: Attain strategic clarity.
Example Metric: “Nissan 1-8-0”
1 million new cars, 8% increase in Profit Margin, Zero long term debt
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?
What I found
most valuable
about the
IMAGINE step
was…
I.D.E.A.S
A Framework For Fourth Options
The 8Ps
Position
Process
Price
Promotion
Product
Place
Physical
experience
People
The 8 Ps
Position
Process
Price
Promotion
Product
Place
Physical
experience
People
Use a process to think about areas of opportunity that
others may have missed.
Company Ou+hinker Score (X) Tesla Motors (6) Rose+a Stone (7) Walmart (7) Southwest (8) Place Phys. People Pos. Proc. Price Promo. Prod. Place Phys. People Pos. Proc. Price Promo. Prod. Place Phys. People Dell (8) Urban OuIi+ers(9) Pos. Pos. Proc. Promo. Price Prod. Place Phys. People Genomma Lab (8) Pos. Price Prod. Proc. Promo. Place Phys. People Price Proc. Promo. Prod. Pos. Proc. Price Promo. Prod. Place Phys. People Pos. Prod Price Promo. Proc Place Phys. People Vistaprint (10) Pos. Price Proc. Promo. Prod. Place Phys. People © Kaihan Krippendorff All Rights Reserved.
2 mi n
D | Dissect Exercise
Objective: Be a problem finder, not a problem solver.
Pick the TWO “Ps” you
usually solve this
problem from.
n
3 mi
D | Dissect Exercise
Objective: Be a problem finder, not a problem solver.
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”
What I found
most valuable
about the
DISSECT step
was…
I.D.E.A.S
How Do Great Strategists See the
“Winning Move?”
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Consciousness Phone(c loop Visuo-‐spacial sketchpad Episodic buﬀer Source: Baddeley model of short term working memory © Kaihan Krippendorff All Rights Reserved.
Relative number of games chess players recognize:
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Identifying Outthinkers
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Core Research
Move Early to the Next Battleground
COORDINATE THE UNCOORDINATED
© Kaihan Krippendorff, 2011
COORDINATE THE UNCOORDINATED
© Kaihan Krippendorff, 2011
Coordinated the Uncoordinated
32 Create Something Out of Nothing
32 Create Something Out of Nothing
Create something out of nothing
New categories
•  Apple iPad
•  Apple iPod
•  Sports drink (Gatorade)
•  Energy drink (Red Bull)
•  …
New occasions
•  Fabrese moment (P & G)
•  Engagement ring (DeBeers)
•  Tequila moment (spirits
companies)
•  Valentines Day (Hallmark)
•  White day (Japanese sweet co.s)
•  …
New users
•  Calloway Golf
•  …
New regulations
•  Cancer insurance (AFLAC)
•  …
32 Create something out of nothing
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?
5 mi
n
E | Expand Exercise
Objective: Find an idea that others will laugh at and ignore.
THREE ROUNDS TOTAL
&  One stratagem per round
&  5 minutes to generate as
many ideas as possible
&  The goal is quantity not
quality
&  BE CRAZY!
What I found
most valuable
about the
EXPAND step
was…
I.D.E.A.S
A | Analyze
Objective: Find a crazy idea.
3 mi
n
A | Analyze
Objective: Plot your ideas. Turn a crazy idea into a winning move.
3
“Each of these could have been show stoppers” David Morken, CEO Bandwidth.com
Don’t build handsets Motorola
Risk of no WiFi Early
adopters
Customer Service too costly No one
provides
service
What are the first three steps
to make it happen?
I.D.E.A.S
Step 5 – Sell
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Sell Practice
“First they ignore you, then they laugh
at you, then they fight you, then you
win.”
Mr. Practical
Mr. Obvious
Mr. Expert
Mr. What Works
Mr. Cog
You are now an “Official” Outthinker
Imagine Dissect Expand Analyze Sell A9acking the inter-‐
connected system Frame-‐
shiFing Disrup(ve mindset Percep(on shaping Address 5 habits Mental (me-‐
travel © Kaihan Krippendorff All Rights Reserved.
Mohammad Yunus
Ratan Tata
Betsy Johnson
Thomas Edison
Ray Kroc
THANK YOU!
Robert L. Weinberg. Ph.D.
Weinberg Consulting
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November CIO Roundtable Presentation

Transcription

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