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What We Do

What Outthinker Does

Outthinker builds communities and partners with thought leaders, institutions, business executives, and practitioners to research strategy, innovation, technological trends, and ideas that represent challenges and opportunities for organizations. We conduct original research to explore, understand and amplify ideas that matter.  We believe the future belongs to those who think differently and are bold enough to embrace–and shape–what comes next.

Global Peer Networks

If you’ve ever felt like an outsider to your organization’s way of thinking and want connect with peers from across industries and organizations then Outthinker Peer Networks are for you. Learn how other have approached challenges and solved problems at the top of your agenda. Develop technical and professional skills, make sense of trends, and forming long-term relationships to accelerate your individual career and organization. 

The Outthinker Network is a global network of senior (C-level, EVP, SVP) strategy and innovation executives committed to staying ahead of the pace of disruption. Membership helps executives solve their top challenges, be more effective in their roles, and drive the success of both their individual careers and organizations.

The Outthinker Practitioners Network is a global network of professionals certified in Outthinker Methodologies and tools. This community supports each other to enhance, cement, and sustain 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.

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Outthinker exists to explore, understand, and amplify ideas that matter. We conduct original research of strategic business concepts and ideas that represent top of mind challenges and opportunities for organizations to evolve and thrive in an agile, digital, and purpose-driven future.

Recent and upcoming research topics include:

  • Business Ecosystems

  • Artificial Intelligence and use cases for improving strategic business functions, processes, and product development

  • Sustainability and strategic planning convergence

  • Narrative and quantitative analysis of strategic patterns and competitive advantage

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Tools & Internal Peer Networks

When leaders and their teams improve their ability to think innovatively and strategically, they increase their capacity to produce results they really care about. Outthinker internal peer communities offer tested tools and skills training to turn your employees into intrapreneurs.

  • Turn employees into Intrapreneurs – Empower employees of all levels with a common language, tools, skills, processes and know-how

  • Attract and retain top talent by being a great place to work

  • Create a community of cross-functional individuals actively collaborating to drive growth, innovation, and business excellence

  • Have a robust pipeline of ideas to drive growth and efficiency for the core business, while simultaneously developing new value streams for the future

  • Equip individuals with cutting edge knowledge and tools informed by Outthinker’s unique access to world-leading thinkers and institutions like Harvard Business School, Wharton Business School, London Business School, Columbia Business School, INSEAD, and more. 

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Keynote Speaking

A meeting place for cutting edge thinkers from a diverse array of the worlds top institutions and organizations, Outthinker can recommend and connect you with powerful keynote speakers can help ignite the impulse for change within your organization.

Author, futurist, researcher and founder of Outthinker, Kaihan Krippendorff, is one of the most in-demand keynote speakers in business. His impactful custom keynotes and practical tools simplify the complex and help cut through the noise to ignite innovation in employees, drive strategic thinking, and shift mindsets that will help guide your organization into the future. 

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“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?