loader image

Outthinker Network

Outthinker Network​

The Outthinker Network is a global network of strategy and innovation executives committed to staying ahead of the pace of disruption.

Outthinker Network members get exclusive access to a global peer group of senior executives and world-class thought-leaders. They engage in curated learning, practical conversations, and 1:1 networking with connections hand-selected by the Outthinker team based on their needs. Network members get guaranteed access to Chief Strategy Officer Summits as well as prioritized input, access, and selection for Outthinker Think Tank research, public panels and thought-leadership opportunities.  

There are two sub-groups of the Outthinker Network:

1. The Outthinker Strategy Network (OSN):

EVP, SVP, and C-Level executives that lead strategy and/or innovation for large organizations or business units.

2. The Outthinker Intrapreneurial Network (OIN):

Comprised of executives or leaders with intrapreneurial challenges that require strategy and innovation skills to help their organization move to the next stage. 8 years minimum experience required. 

Membership helps executives solve their top challenges, be more effective in their roles, and drive the success of both their individual careers and organizations.

Learn More

Outthinker Network Highlights

True Peers

Outthinker Network membership is limited to EVP, SVP, and C-Level strategy and innovation executives.

Time and Money Saver

Challenge forums and unique formats ensure you eave with practical ideas and advice that will save you money and time

Power Networking

Live in-person and virtual events as well as 1:1 connections made by the ON Connections Concierge.

World Class Thinkers

Speakers from top universities and institutions feed the latest information and ideas into the conversation.

Relevant Topics

Topics are selected based on member input to ensure relevance and timeliness

Research Partnerships

Members have the chance to partner on and influence research and knowledge creation.

Companies Stepping Into the Future

What members are saying

“Technology and culture are changing so fast I feel nearly everything I learned for my MBA is now obsolete. The Outthinker Network is the best way I have found to stay relevant.”
“No other group, conference, or exec-ed program has provided me with so much valuable, actionable, and pragmatic advice and tools that I can bring back to my company.”
“The Outthinker CSO Network helps me to stay ahead of the curve so I can better anticipate and plan for everything that’s going on around us.”
“I learn from peers outside of my own industry…I don’t know where else I can get that.”
“Here I feel at home exploring the different and innovative with my fellow strategists. It is a special, open, safe environment.”
“An unrivaled group of strategy executives and thought-leaders.”
+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?
--------