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Outthinker Practitioners Network

Outthinker Practitioners Network

The Practitioners Network’s Objective

Develop a vibrant global community of growth strategy and innovation professionals, coaches, and consultants certified to use Outthinker tools and methodologies. This community supports each other in enhancing, cementing and sustaining the strategic capacity and innovation acumen of network members as well as within the organizations they work with. Together we find meaning in our work and make a difference.

Our Members

A global network of Outthinker Certified professionals, coaches and consultants who share a passion for leading growth strategy and innovation programs so their clients can step into the future and execute with clarity today.

Step into the future. Execute with Clarity.

“One of the hardest things for a client is true innovation, leaders know giving people a blank canvas and telling them to come up with an idea does not work. Outthinker empowers me as a coach to lead my clients through a step by step, rigorous process and know that it will deliver ideas the client can actually use."
Jeff Moore - Business Coach

What is Included in a membership to the Outthinker Practitioners Network?

On Demand Training

Videos, guides, workbooks, and application tools at your fingertips. Reinforce and refresh your training of the Outthinker process.

Live Training

Regular live online training with Q&A designed so you keep up to date with the latest content, techniques and approaches.

Peer to Peer Learning

You and a global network of peers will support and challenge one another in live online interactions, and group forums.

Community

Connect, collaborate and belong to a global network of Outthinkers who, like you, love to design and develop innovative strategies.

Industry Interactions

Visibility beyond your or your client’s industry, directly from Outthinkers across geographies and sectors, sensing change ahead of time.

Learning by Doing

Continually sharpen your strategy design applications, prepare for facilitations with timely coaching, feedback, tips & exercises.

What are the benefits of Outthinker Practitioner Network Membership?

 

  • Membership to a Vibrant global community passionate about strategy, growth and innovation
  • Monthly group coaching sessions with Outthinker founder Kaihan Krippendorff

  • Access to the Outthinker Practitioner Network peer to peer platform

  • Access to Outthinker Practitioner Network content platform and tools

  • Exclusive insights & presentation guidance

  • Community practitioner support system

  • On-demand reinforcement training

  • Outthinker Practitioner designation

  • Continual professional development

  • Periodic challenge forums

Learn more about membership of

The Outthinker Practitioners Network

Have us answer your specific questions, share examples and if you prefer - call you and discuss one on one.
Learn More
+1.212.380.7919 info@outthinker.com
Leverage
Point		“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
production?

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

- 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?
Physical
Experience		- 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
scale?
- 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?
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