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Growth Strategy Consulting

Growth Strategy Consulting

We specialize in growth strategy consulting to help organizations rethink their approaches and priorities and ultimately gain confidence that they have a strategy fit for an agile, digital, and purpose-driven future.

Traditional strategic planning approaches are designed to kill off innovative growth strategies. Our proprietary Outthinker Process® , IDEAS framework, and IN-OVATE model – offers the alternative. Rooted in over a decade of research, rigorously tested through more than 300 strategy efforts, our process differs in four important ways:

  • We bring a future-oriented strategic viewpoint
  • We apply “strategic patterns” to expand your options portfolio
  • We create space to explore seemingly crazy ideas
  • We view strategy as a conversation, not just a static document
  • We believe great ideas come from hallways, not just board rooms
  • We build the capacity to continually think strategically, turning innovation into a managed practice, not just an event

We deliver growth strategy consulting not through traditional dedicated consulting teams working through a workplan, but through:

Workshops – Our IDEAS workshop offers a repeatable process for generating disruptive growth ideas and innovation options. Our IN-OVATE workshop unlocks the potential of employee-led innovation. These can be customized and delivered live (in-person or virtual) or self-placed

Certification – We train and certify employees and business leaders to apply the Outthinker Process and toolkit

Keynote Speaking – We customize keynotes to inspire teams and entire companies to think differently about strategy (in-person or virtual)

Communities – We manage peer communities of chief strategy officers and business consultants interested in supporting and inspiring each other to strategically shape the future

Ecosystem – We curate an ecosystem of carefully selected and vetted consulting firms that we consider to be leaders of their domain

Typical results

Organizations that engage with Outthinker typically:

  • Accelerate annual top-line growth rates by 50%
  • Generate new revenue (our engagements have generated over $2.5 billion in incremental annual revenue for our clients to date)
  • Reach clarity on the future and develop a strategy for success
  • Broadly activate innovation and entrepreneurial mindset throughout their organization
“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?