Think Outside the Building: How Leaders Can Foster Innovation by Encouraging New Ideas Beyond Existing Structures
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: How Leaders Can Foster Innovation by Encouraging New Ideas Beyond Existing Structures
- 1. Think Outside the Building
- 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. Important • The greatest future breakthroughs will come from leaders who encourage thinking outside a whole building full of boxes.
- 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. 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. 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. 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. 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. 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. 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. Conclusion • But to do all that effectively, they must first jump out of the box and leave the building.
- 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