Thinking outside of the box: five actions that are necessary to generate the next great idea, 2013 publication by luc de brabandere and alan iny, with an ISBN number of 9780812992953 It sounds like your firm manufactures buggy whips. Its primary product has always been buggy whips. Over the course of the last several quarters, sales have been consistent. What, if anything, are you intending to do about it as the CEO of the company? First and foremost, you should question everything about your organization (but not to the point of paralysis). Put everything about your organization as well as your perspective on the industry under close examination. Do not make the mistake of assuming that everything related to your firm will remain the same in the foreseeable future. Next, you need to do some investigating and think about the different possibilities. It’s not unusual for people to keep their thoughts confined within the box labeled “buggy whips” (thinking that the only allowable options are those that involve buggy whips). Put an end to that idea in your thoughts right this now. Organize a meeting away from the main office that will last for at least half a day and will include your senior management team or, if your business is sufficiently modest, the whole workforce in order to generate ideas for the future of the firm. As a bit of a mental exercise, try describing the product that your firm sells without using the five words that come to mind first. It is more necessary to have a large amount of ideas than a high quality. No concept should ever be dismissed, no matter how outlandish it may seem. What initially seems like a poor concept might end up being the economic savior of your business with only a little bit of adjustment. An further session, ideally with a different group of individuals, will be devoted to the task of converging all of these varied ideas into something that is more manageable. You are now able to exclude the concepts that simply would not work for your organization and merge concepts that are conceptually related. Narrow down your list of fresh ideas or concepts or prospective new products that your organization can implement to a manageable amount (three or four), and then put those ideas into action. There is no concept that will work indefinitely; thus, it is important to always re-evaluate your new ideas and to not be scared to replace an old idea with a new one. Although at first glance this may seem to be a very dry and uninteresting subject, the writers do an excellent job of ensuring that it is neither dry nor uninteresting. It is fascinating, and it has a lot to impart to businesses of any size. Paul Lappen is a freelance book critic whose blog, dead trees review, focuses on books produced by independent presses and self-publishers.
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