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Summer starts this week, at least for those Outthinkers north of the equator. If you’re anything like our team, you’ve spent the last few months collecting stacks of interesting book titles, wishing for more time in the day to read them all.

We are fortunate to discover and receive publications from an impressive list of thought leaders, speakers, researchers, and podcast guests. Their knowledge and expertise challenge our thinking and present new ideas for the future of strategy and leadership. As you prepare to pack your beach bags or vacation luggage, consider adding these recent releases to your strategic summer reading list:

Seeing Around Corners, Rita McGrath

Rita’s work offers unparalleled perspectives for strategic planning while keeping uncertainty top of mind. In Seeing Around Corners, she gives us practical tips to get smarter about predicting and preparing for the inflection points that will inevitably disrupt every industry.


Better, Simpler Strategy, Felix Oberholzer-Gee 

While many companies are focused solely on price and cost factors, Felix’s value-based strategy framework uses the ideas of value, willingness to pay, and willingness to sell as factors to drive profit. His is one of the most compelling, complete, and yet simple strategy books out there.


Smart Growth, Whitney Johnson 

The growth of any organization is dependent on the growth of the talented individuals working inside of it. Whitney gives expert advice in helping you apply disruptive innovation to unlock your potential and optimize your individual growth journey.


To Risk It All, Admiral James Stavridis 

Four-star Admiral James Stavridis impressively served for more than 30 years in the U.S. Navy. He provides a master class capturing nine principles he learned about making critical decisions with clarity while under immense pressure.


The Digital Mindset, Paul Leonardi and Tsedal Neeley 

Strategists today are pressured by rapid technological advancements to decide which tech trends to pursue and quickly master the right skills. Paul and Tsedal break down the actions you can take to improve your digital literacy so that you may thrive in the age of data, algorithms, and artificial intelligence.


The Crux, Richard P. Rumelt 

Richard is one of the world’s most influential thinkers on strategy and management. He has often been called “strategy’s strategist.” In The Crux, he explains that leaders become breakthrough strategists when they shift their focus away from goals and onto the pivotal “crux” of their challenge.


The Platform Delusion, Jonathan A. Knee 

It seems that every entrepreneur and legacy company today is striving to become a platform business. Through real-world insights backed by decades of studying which companies survive and which fall, Jonathan argues that what we should really be focusing on is creating multiple reinforcing sources of competitive advantage.


Everyday Superhero, Tony O’Driscoll and Gary Zamchick 

In this entertaining read, Tony and Gary propose a new version of leadership, one that deeply resonates with Outthinker’s vision of empowered intrapreneurs driving innovation from within their organization. Their stories highlight the revolution from outdated, authoritarian leadership to a bright future that prioritizes people, purpose, and principles.


Innovation Accounting, Dan Toma and Esther Gons 

In one of the most forward-thinking books on changing how corporations approach innovation, Dan and Esther share how to accurately think about, measure, and integrate innovation into enterprises. This may be one of our most recommended books to strategists in the past year.


When Women Lead, Julia Boorstin 

Study after study shows that diverse talent begets stronger teams and increases strategic opportunities. Julia takes it a step further by examining stories of the women who are running today’s most innovative companies and explaining why female leadership has led to disruptive business models and widespread success.

Photo by Emre Can Acer

“8Ps” of StrategyOpportunity
for Disruption
Recommended Leverage Points
Position- The farmers, individual and corporate, that you are targeting.

- The need of the agricultural industry that you seek to fill.
3- What technologies do you control that can help you tap into market
segments that you previously thought unreachable?

- What are the potential business alliances you could think about with key players in the segment to serve your customers with integrated solutions? (Serving customers with more integrated solutions example: serving farmers with fertilizers, crop protection and other).
Product- The products you offer, and the characteristics that affect their value to customers.

- The technology you develop for producing those products.
8- What moves are your organization taking to implement Big Data and analytics to your operations? What IoT and blockchain applications can you use?

- What tools and technology could you utilize or develop to improve food quality, traceability, and

- How can you develop a more sustainable production model to accommodate constraints on arable

- What is the future business model needed to serve new differentiated products to your customers?
Promotion- How you connect with farmers and consumers across a variety of locations and industries.
- How to make consumers, producers, and other stakeholders aware of your products and services.
8- How are you connecting your product with individual and corporate farms who could utilize it?
- How could you anticipate market and customer needs to make customers interested in accessing your differentiated products?
PriceHow consumers and other members of the agricultural supply chain pay for access to agricultural products.7- What elements of value comprise your pricing? How do each of those elements satisfy the varying needs of your customers?
Placement- How food products reach consumers. How the technologies, data, and services reach stakeholders in the supply chain.9- What new paths might exist for helping consumers access the food they desire?
- How are you adapting your operations and supply chain to accommodate consumers’ desire for proximity to the food they eat?
- How could you anticipate customer expectation to make products more
accessible to customers/agile supply chain?
- Have you considered urbanization as a part of your growth strategy?
- How your food satisfies the needs and desires of your customer.
- How the services you provide to agribusiness fulfill their needs.
9- Where does your food rate on a taste, appearance, and freshness
- Could the services you provide to companies and farms in the agriculture industry be expanded to meet more needs?
- What senses does your food affect besides hunger? How does your
customer extract value from your food in addition to consumption?
Processes- Guiding your food production operations in a manner cognizant of social pressure.8- How can you manage the supply chain differently to improve traceability and reduce waste?
- How can you innovate systems in production, processing, storing, shipping, retailing, etc.?
- What are new capabilities to increase sustainability (impact on the environment, or ESG) components?
People- The choices you make regarding hiring, organizing, and incentivizing your people and your culture.- How are you leveraging the agricultural experience of your staff bottom-up to achieve your vision?
- How do you anticipate new organizational capabilities needed to perform your future strategy (innovation, exponential technologies needed, agile customer relationship, innovative supply chain)?
- How do you manage your talents to assure suitable development with exposure in the agrifood main challenges/allowing a more sustainable view of the opportunities/cross-sectors?