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Outthinker process overview

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Based on 10 years of research and the study of 400 breakthrough companies, this leadership program is designed to help your people outthink the competition. The process is being adopted by a growing number of corporations including Microsoft, J&J, L'Oreal, and Symantec. It was developed by Kaihan Krippendorff - former McKinsey consultant and author of 3 business strategy books.

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Outthinker process overview

  1. 1. The Outthinker ProcessA strategic and innovative thinking program<br />www.kaihan.net<br />
  2. 2. Agenda<br /><ul><li>Background
  3. 3. Theory
  4. 4. Sample exercise
  5. 5. Program structure</li></li></ul><li>What is the Outthinker Process?<br /><ul><li>A strategic and innovative thinking program
  6. 6. Based on three books and a decade of research
  7. 7. Being adopting by a growing number of executives and entrepreneurs
  8. 8. Clients include Microsoft, L’Oreal, Johnson & Johnson, HP, ….
  9. 9. BlessingWhite partnership
  10. 10. Delivered in the US, China, India, Canada, UK, France, Netherlands, Japan, Singapore, Colombia, Peru, Venezuela, …</li></li></ul><li>Results and objectives<br />“Using the [Outthinker] process created an entirely different way of solving business problems. It was as though someone suddenly opened the floodgate; there was a whole new flow of ideas and energy.”<br />- Fortune 500 Country General Manager<br />
  11. 11. Results and objectives<br />“The program has had a profound, positive impact on our top management.”<br />- Fortune 500 Regional General Manager<br />
  12. 12. Results and objectives<br />“We chose this workshop to train a group of high-potentials on innovative and strategic thinking skills. Participants were able to immediate apply the tools they learned to tackle real business problems and develop more creative solutions with the potential to have a real impact on our business. …”<br />- Fortune 500 Learning Executive<br />
  13. 13. Results and objectives<br />“I take the Outthinker tool-kit everywhere I go. It helps me get my team to look at issues from a more strategic perspective.”<br />- Fortune 500 Customer Support Team Manager<br />
  14. 14. Results and objectives<br />Learning objectives:<br /><ul><li>Learn and gain command over a set of strategic thinking tools
  15. 15. Have experience applying these tools to real problems
  16. 16. Feel ready to apply these tools to problems you face today
  17. 17. Feel more confident in your ability to design and build internal support for creative strategies</li></li></ul><li>The developer: Kaihan Krippendorff<br /><ul><li>Former McKinsey strategy consultant
  18. 18. Author of several strategy books</li></ul>The Way of Innovation<br />Hide a Dagger Behind a Smile<br />The Art of Advantage<br /><ul><li>Master’s degrees in business administration from Columbia Business School and London Business School
  19. 19. Bachelor of Science in Finance from the University of Pennsylvania's Wharton School, and a Bachelor of Science in Engineering from the University of Pennsylvania's School of Engineering </li></li></ul><li>Agenda<br /><ul><li>Background
  20. 20. Theory
  21. 21. Sample exercise
  22. 22. Program structure</li></li></ul><li>Core concept<br />Outthink the competition®<br />
  23. 23. Napoleon Bonaparte<br />Sun Tzu<br />Genghis Khan<br />Col. John Boyd<br />How do they see and execute strategic options others overlook?<br />Alexander the Great<br />
  24. 24. Go home<br />Wait<br />Cross<br />13<br />
  25. 25. Oprah Winfrey<br />Elizabeth Arden<br />Sōichirō Honda <br />DhirubhaiAmbani<br />Bill Gates<br />Charles Revson<br />Henry Ford<br />How do they see strategic options?<br />Richard Branson<br />
  26. 26. Martin Luther King, Jr.<br />Mother Teresa<br />Mahatma Gandhi<br />Nelson Mandela<br />Rosa Parks<br />Mohammad Yunus<br />Margaret Thatcher<br />Benjamin Franklin<br />How do they see strategic options?<br />
  27. 27. MichaelJordan<br />Pele<br />Dick Fosbury, 1968<br />How do they see strategic options?<br />16<br />
  28. 28. A systematic process<br />lsdoilkasdfoyhbhblakdsliuf<br />Sadklfjlabkboidasflkjbyh<br />Alksdflkbiyabl,mjblksdauy<br />;laksbhoipoblkfabjbdsd<br />Lkasjboibylkdak;’dsa<br />bbcaoisdyulfdk.jf<br />Formation<br />P<br />P<br />P<br />Exploration<br />P<br />Breakout<br />P<br />P<br />Five phases<br />P<br />P<br />Discontent<br />Consolidation<br /><ul><li>lsdoilkasdfoyhbhblakdsliuf
  29. 29. Sadklfjlabkboidasflkjbyh
  30. 30. lsdoilkasdfoyhbhblakdsliuf
  31. 31. Sadklfjlabkboidasflkjbyh
  32. 32. lsdoilkasdfoyhbhblakdsliuf
  33. 33. Sadklfjlabkboidasflkjbyh</li></li></ul><li>Alexandra Kosteniuk<br />18<br />
  34. 34. C<br />Master<br />Grand master<br />Expert<br />Pattern Recognition<br />19<br />
  35. 35. Core research<br />RevenueCAGR<br />Profit (EBITDA Margin)<br />Value(ROE)<br />www.kaihan.net<br />20<br />
  36. 36. Core research<br />www.kaihan.net<br />21<br />
  37. 37. Agenda<br /><ul><li>Background
  38. 38. Theory
  39. 39. Sample exercise
  40. 40. Program structure</li></li></ul><li>The playbook<br />23<br />
  41. 41. 24<br />
  42. 42. 25<br />
  43. 43. 26<br />
  44. 44. Chinese merchants - first insurance in BC<br />
  45. 45. Combine and coordinate independent elements within your environment to orchestrate greater power<br />
  46. 46. C<br />29<br />
  47. 47. The playbook<br />30<br />
  48. 48. A systematic process<br />lsdoilkasdfoyhbhblakdsliuf<br />Sadklfjlabkboidasflkjbyh<br />Alksdflkbiyabl,mjblksdauy<br />;laksbhoipoblkfabjbdsd<br />Lkasjboibylkdak;’dsa<br />bbcaoisdyulfdk.jf<br />Formation<br />P<br />P<br />P<br />Exploration<br />P<br />Breakout<br />P<br />P<br />Five phases<br />P<br />P<br />Discontent<br />Consolidation<br /><ul><li>lsdoilkasdfoyhbhblakdsliuf
  49. 49. Sadklfjlabkboidasflkjbyh
  50. 50. lsdoilkasdfoyhbhblakdsliuf
  51. 51. Sadklfjlabkboidasflkjbyh
  52. 52. lsdoilkasdfoyhbhblakdsliuf
  53. 53. Sadklfjlabkboidasflkjbyh</li></li></ul><li>Formation: reaching strategic clarity<br />C<br />Crazy Ideas<br />Winning Moves<br />High<br />Impact?<br />Tactics<br />Time Wasters<br />Low<br />High<br />Low<br />Ease?<br />1. Plot all ideas<br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />2. Pick two “crazy” ideas and brainstormed how to make them feasible<br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />3. Choose 5 ideas you are committed to executing or analyzing further. <br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />4. This forms your “strategic hypothesis”<br />Idea<br />32<br />
  54. 54. Agenda<br /><ul><li>Background
  55. 55. Theory
  56. 56. Sample exercise
  57. 57. Program structure</li></li></ul><li>Typical Agenda<br />Next 1-3 months: group work<br /><ul><li>Conduct analyses
  58. 58. Coaching sessions
  59. 59. Build presentations
  60. 60. Deliver recommendations</li></ul>Day 1: Learning<br /><ul><li>Overview
  61. 61. Case introduction
  62. 62. Metal: reaching “discontent”
  63. 63. Water: exploring options
  64. 64. Wood: putting the pieces in place
  65. 65. Fire: enrolling stakeholders
  66. 66. Earth: consolidating gains
  67. 67. Final presentations</li></ul>Day 2: Application<br /><ul><li>Recap
  68. 68. Introduction to business cases
  69. 69. Metal: reaching “discontent”
  70. 70. Water: exploring options
  71. 71. Wood: putting the pieces in place
  72. 72. Fire: enrolling stakeholders
  73. 73. Team planning
  74. 74. Close</li></ul>34<br />
  75. 75. Typical applications<br /><ul><li>How do we double growth in next three years?
  76. 76. How do we win in XYZ emerging market?
  77. 77. How do we improve customer satisfaction?
  78. 78. How do we respond more quickly to market information?
  79. 79. What should my next career step be?
  80. 80. What priorities should I focus on this week?
  81. 81. How do I win this account?
  82. 82. How do we become more important to this client?</li></li></ul><li>Partnership<br />Sample clients:<br /><ul><li>GE
  83. 83. Procter & Gamble
  84. 84. Reuters
  85. 85. Exxon Mobil
  86. 86. Charles Schwab
  87. 87. Citigroup
  88. 88. Credit Suisse
  89. 89. Royal Caribbean Cruise Lines
  90. 90.
  91. 91. A global consulting firm
  92. 92. Founded in 1973
  93. 93. Offices in 16 countries
  94. 94. 100+ highly skilled associates, speaking 14 languages</li></li></ul><li>Summary<br /><ul><li>Practical and proven program
  95. 95. Builds strategic and innovative thinking skills
  96. 96. Based on 10 years of research
  97. 97. Blends logical and creative methods (consulting process + pattern recognition)
  98. 98. Adopting by a growing number of top corporations</li></ul>“Using the [Outthinker] process created an entirely different way of solving business problems. It was as though someone suddenly opened the floodgate; there was a whole new flow of ideas and energy.”<br />- Fortune 500 Country General Manager<br />
  99. 99. kk@kaihan.net<br />www.kaihan.net <br />Blog<br />Newsletter<br />Tools<br />Webinars<br />Seminars<br />38<br />