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Thinking in New Boxes
For readers of Made to Stick and Blue Ocean Strategy. two leading consultants from The Boston Consulting Group present a new model of practical creativity that challenges readers to think about their customers, their goals and their businesses in exhilarating new ways. What sets this book apart from all other business books is the framework the experts at BCG provide to create, think in and continuously update new boxes, rather than thinking "Outside the Box". In a constantly evolving business landscape. companies must employ creative and adaptable solutions to remain competitive and successful. It is no longer enough to "think outside the box". To be truly innovative, corporations must be able to tap into their vast personal reserves of creativity to develop strategies and models that will work in a variety of new environmentsand then implement them. Brabandere and lny use their years of experience with one of the leading consulting firms in the world. BCG. to give readers concrete and actionable tools for producing valuable results through practical creativity. Both intellectually sophisticated and relentlessly engaging. Thinking In New Boxes allows CEOs, managers, entrepreneurs and small business owners to create new models that are not only original, but also timely implementable and within reach.
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First published January 1, 1990
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Displaying 1 - 30 of 45 reviews
September 1, 2016
In 2000, I was in grad school at Texas A&M and got an email from the XO of the Navy ROTC unit we were administratively attached to: "Your boss is in town tonight...might want to think about going." The "boss" he was referring to was Rear Admiral Lou Smith, Commander of Naval Facilities Engineering Command and Chief of the Civil Engineer Corps (CEC), who was talking that night at the local Society of American Military Engineers. So, my two CEC cohorts also in grad school and I uniformed up and went. I'd been on the receiving end of many of RADM Smith's talks. He was a dynamic, engaging, funny Navy leader, and I'd heard most of what he was saying recently, so the brain was wandering trying to solve some Navier-Stokes thing when I heard him say, "...Thinking outside the box. I hate that phrase!" I sat up, thinking, "I like that phrase...why don't you like it?" Of course he read my mind, and continued, "Let me tell you why I hate it... I'm in DC sitting at a table with a bunch of admirals, and they're whining about not having enough funds and they don't know what to do to get more. I say, 'Let's go rob some banks!' For whatever reason some of them took me seriously and complained that we couldn't do that, to which I said, 'Why not? We have all the guns.' So you see," and he waggled a finger at the crowd, "there is a box!"
That stuck with me, obviously, and when I came across this book, I thought "Finally! Someone gets it!" Except...Messrs. de Brabandere and Iny kind of didn't. Oh, they thought they did, uh...the book?, obviously, but ...
A lot of time explaining our resistances to thinking in new boxes, from failure to categorize information correctly (the authors presume, of course, that there must be a "correct" way...) to so-called "Eureka" moments. They said
Huh? They clearly do not understand "Eureka"... confusing it with "necessity" (Toyota - limited real estate for storing pseudo-infinite amounts of materials like the American manufacturers) and "how about this?" (Apple). Isaac Asimov said
(In case some fan thinks I'm being picky, the authors' examples throughout this book are just as off.) Anyway, here is their "powerful" five-step approach to thinking in new boxes:
1. Doubt Everything
2. Probe the Possible
3. Diverge
4. Converge
5. Reevaluate Relentlessly
"Doubt Everything"??- WTH? Okay, the suggestion to question what you think you know makes great sense (and is nothing new). But to advocate doubting everything is plain absurd and a time waster - selectively doubt and question what needs it, but not everything. Worse than that, a primary example used to drive this home was Dick Fosbury's innovative high jump technique and the doubt that others had until he won gold. Interesting example, but flawed. Fosbury didn't doubt. Well, he did doubt that he could get any higher the traditional way. The authors say themselves in telling the story that Fosbury forced himself to experiment with different techniques. Its a stretch to confuse persistence with "doubting everything".
The rest are just rehashes of the obvious, done elsewhere better. But as is to be expected, they do have few white board fodder strewed throughout.
Here's the bottom line (my bottom line...not quite what the authors are trying to sell): there is always a box...change up how you try to move from the one you're in to another...and never rely on one set of "powerful" tools...there's a big universe out there...keep looking.
That stuck with me, obviously, and when I came across this book, I thought "Finally! Someone gets it!" Except...Messrs. de Brabandere and Iny kind of didn't. Oh, they thought they did, uh...the book?, obviously, but ...
A lot of time explaining our resistances to thinking in new boxes, from failure to categorize information correctly (the authors presume, of course, that there must be a "correct" way...) to so-called "Eureka" moments. They said
Eureka moments can entail product or process innovations, like Apple's invention of the iPhone or Toyota's postwar development of its formidable, industry-challenging "lean" manufacturing strategies.
Huh? They clearly do not understand "Eureka"... confusing it with "necessity" (Toyota - limited real estate for storing pseudo-infinite amounts of materials like the American manufacturers) and "how about this?" (Apple). Isaac Asimov said
The most exciting phrase to hear in science, the one that heralds new discoveries, is not 'Eureka!' but 'That's funny...'
(In case some fan thinks I'm being picky, the authors' examples throughout this book are just as off.) Anyway, here is their "powerful" five-step approach to thinking in new boxes:
1. Doubt Everything
2. Probe the Possible
3. Diverge
4. Converge
5. Reevaluate Relentlessly
"Doubt Everything"??- WTH? Okay, the suggestion to question what you think you know makes great sense (and is nothing new). But to advocate doubting everything is plain absurd and a time waster - selectively doubt and question what needs it, but not everything. Worse than that, a primary example used to drive this home was Dick Fosbury's innovative high jump technique and the doubt that others had until he won gold. Interesting example, but flawed. Fosbury didn't doubt. Well, he did doubt that he could get any higher the traditional way. The authors say themselves in telling the story that Fosbury forced himself to experiment with different techniques. Its a stretch to confuse persistence with "doubting everything".
The rest are just rehashes of the obvious, done elsewhere better. But as is to be expected, they do have few white board fodder strewed throughout.
Here's the bottom line (my bottom line...not quite what the authors are trying to sell): there is always a box...change up how you try to move from the one you're in to another...and never rely on one set of "powerful" tools...there's a big universe out there...keep looking.
May 17, 2022
Alan Iny deserves 5 stars because he imagined (in this 2012 book) that air travel might decrease by 95% in 2020. Wow! Exercising your imagination in advance gives you an uncertainty advantage over your competition.
This book argues that thinking "outside the box" is not helpful because people are very bad at blue sky thinking. Your brainstorming needs structure. (It is very clear that Iny works at BCG because his ideas mirror exactly the kind of structured thinking that drives the process of solving consulting cases).
Iny outlines five steps to thinking in new boxes:
1) Doubt everything. Challenge the boxes that help you see the world. Rediscover inductive thinking. Induction is under-appreciated and under-utilized but it is a richer form of thinking than deduction because it allows you to take risks, be creative, and be distinctive.
2) Probe the possible. Re-examine the world in front of you with vigor. This will help you ask the right questions. Embrace prospective thinking, rather than predictive thinking. Whereas predictive thinking prioritizes your deductive mind and prepares for one possible future, prospective thinking prepares for many possible futures.
3) Diverge. Create many ideas and don't reject any of them yet.
4) Converge. Test your ideas to see which ones you want to move forward with.
5) Re-evaluate relentlessly. Take thoughtful risks and learn from examined failure. Your creative process should be agile and sustainable.
This book argues that thinking "outside the box" is not helpful because people are very bad at blue sky thinking. Your brainstorming needs structure. (It is very clear that Iny works at BCG because his ideas mirror exactly the kind of structured thinking that drives the process of solving consulting cases).
Iny outlines five steps to thinking in new boxes:
1) Doubt everything. Challenge the boxes that help you see the world. Rediscover inductive thinking. Induction is under-appreciated and under-utilized but it is a richer form of thinking than deduction because it allows you to take risks, be creative, and be distinctive.
2) Probe the possible. Re-examine the world in front of you with vigor. This will help you ask the right questions. Embrace prospective thinking, rather than predictive thinking. Whereas predictive thinking prioritizes your deductive mind and prepares for one possible future, prospective thinking prepares for many possible futures.
3) Diverge. Create many ideas and don't reject any of them yet.
4) Converge. Test your ideas to see which ones you want to move forward with.
5) Re-evaluate relentlessly. Take thoughtful risks and learn from examined failure. Your creative process should be agile and sustainable.
October 26, 2020
О ЧЕМ КНИГА:
Свежий подход к методологии творческого мышления. Продолжение дела Эдварда де Боно, но в более современном виде. Люблю книги, которые написаны крутыми консультантами. Они всегда опираются на работающие теории и большое количество кейсов. Книги предпринимателей чаще интереснее читать, но они, как правило, показывают опыт только одной компании или одного человека. Здесь у нас книга от консультантов The Boston Consulting Group (BCG). Книгу еще и увлекательно читать. Что тоже важно)
ГЛАВНАЯ МЫСЛЬ КНИГИ:
В быстро меняющемся вокруг нас мире главное не оставаться в плену своих старых ментальных моделей, а постоянно искать новые тренды, идеи и форматы мышления.
ЗАЧЕМ ЧИТАТЬ ЭТУ КНИГУ?
Чтобы получить новые инструменты поиска стратегических идей развития компании.
МЫСЛИ И ВЫВОДЫ ИЗ КНИГИ:
- Мы постоянно упрощаем сложную реальность вокруг нас, применяя ментальные модели(форматы). Надо постоянно искать новые форматы восприятия реальности, чтобы не пропустить большие сдвиги во всех основных областях жизни.
- «Полагаться на статус-кво не является жизнеспособным вариантом в нашем меняющемся мире. Люди либо будут изобретать собственные идеи, либо другие это будут делать за них»
- Существует пятишаговый подход мышления в новых форматах
1. Сомневайся
2. Исследуй возможности
3. Используй дивергенцию
4. Используй конвергенцию
5. Постоянно оценивай заново
- «Все модели являются неправильными, но некоторые из них – удачные». Фактически наши форматы ведения бизнеса не являются «правильными» или «неправильными»; скорее, они более или менее полезные. Они могут быть ценны некоторое время, но только до тех пор, пока не появятся другие, более подходящие и эффективные.»
- Два хороших вопроса, которые надо включить в стратегическую сессию:
1. Чего ваша организации никогда не боялась из того, что вы считаете, может уничтожить ее через пять лет?
2. Чего ваша организация всегда боялась из того, что может стать ее величайшим успехом через пять лет?
- Надо каждый год анализировать мегатренды десятилетия и думать, что нового можно создать на пересечении двух или трех трендов и компетенций моих компаний.
- У мегатрендов есть 6 основных категорий:
1. демографические тренды (например, застой населения в развитых странах, урбанизация);
2. тренды регулирования (например, экологическое давление, закрытие заводов);
3. технологические тренды (например, альтернативные источники энергии, беспроводные коммуникации);
4. экономические тренды (например, сильный рост ВВП в развивающихся странах, увеличение разрыва в доходах);
5. потребительские тренды (например, сходство брендов, спрос на экологически чистые продукты)
6. другие направления (например, война за таланты, мировая нестабильность).
- При работе с дивергенцией отличные вопросы для получения новых идей для развития:
- «Опишите вашу компанию без использования пяти ключевых слов, которые характеризуют ее бизнес и отрасль»
- «Представьте себе, что ваша организация больше не существует (скажем, в 2030 году) – и затем поразмыслите о том, почему и как это произошло.»
- «Разделите вашу компанию на две»
- «Ни одна идея не остается хорошей навсегда. Независимо от того, каким бы замечательным, творческим, своевременным и эффективным ни был каждый формат, который вы создали, он только выиграет от изменения, улучшения, и, в конечном итоге, замещения. Творческий процесс является постоянным, и все пять шагов мышления непрерывно остаются в игре.»
ЧТО Я БУДУ ПРИМЕНЯТЬ:
- Проведу в своих компаниях стратсессию про мегатренды десятилетия, чтобы выявить, какие из них максимально повлияют на наш бизнес и составить план того, что нам с этим делать.
ЕЩЕ НА ЭТУ ТЕМУ:
Эдвард де Боне «Латеральное мышление»
Свежий подход к методологии творческого мышления. Продолжение дела Эдварда де Боно, но в более современном виде. Люблю книги, которые написаны крутыми консультантами. Они всегда опираются на работающие теории и большое количество кейсов. Книги предпринимателей чаще интереснее читать, но они, как правило, показывают опыт только одной компании или одного человека. Здесь у нас книга от консультантов The Boston Consulting Group (BCG). Книгу еще и увлекательно читать. Что тоже важно)
ГЛАВНАЯ МЫСЛЬ КНИГИ:
В быстро меняющемся вокруг нас мире главное не оставаться в плену своих старых ментальных моделей, а постоянно искать новые тренды, идеи и форматы мышления.
ЗАЧЕМ ЧИТАТЬ ЭТУ КНИГУ?
Чтобы получить новые инструменты поиска стратегических идей развития компании.
МЫСЛИ И ВЫВОДЫ ИЗ КНИГИ:
- Мы постоянно упрощаем сложную реальность вокруг нас, применяя ментальные модели(форматы). Надо постоянно искать новые форматы восприятия реальности, чтобы не пропустить большие сдвиги во всех основных областях жизни.
- «Полагаться на статус-кво не является жизнеспособным вариантом в нашем меняющемся мире. Люди либо будут изобретать собственные идеи, либо другие это будут делать за них»
- Существует пятишаговый подход мышления в новых форматах
1. Сомневайся
2. Исследуй возможности
3. Используй дивергенцию
4. Используй конвергенцию
5. Постоянно оценивай заново
- «Все модели являются неправильными, но некоторые из них – удачные». Фактически наши форматы ведения бизнеса не являются «правильными» или «неправильными»; скорее, они более или менее полезные. Они могут быть ценны некоторое время, но только до тех пор, пока не появятся другие, более подходящие и эффективные.»
- Два хороших вопроса, которые надо включить в стратегическую сессию:
1. Чего ваша организации никогда не боялась из того, что вы считаете, может уничтожить ее через пять лет?
2. Чего ваша организация всегда боялась из того, что может стать ее величайшим успехом через пять лет?
- Надо каждый год анализировать мегатренды десятилетия и думать, что нового можно создать на пересечении двух или трех трендов и компетенций моих компаний.
- У мегатрендов есть 6 основных категорий:
1. демографические тренды (например, застой населения в развитых странах, урбанизация);
2. тренды регулирования (например, экологическое давление, закрытие заводов);
3. технологические тренды (например, альтернативные источники энергии, беспроводные коммуникации);
4. экономические тренды (например, сильный рост ВВП в развивающихся странах, увеличение разрыва в доходах);
5. потребительские тренды (например, сходство брендов, спрос на экологически чистые продукты)
6. другие направления (например, война за таланты, мировая нестабильность).
- При работе с дивергенцией отличные вопросы для получения новых идей для развития:
- «Опишите вашу компанию без использования пяти ключевых слов, которые характеризуют ее бизнес и отрасль»
- «Представьте себе, что ваша организация больше не существует (скажем, в 2030 году) – и затем поразмыслите о том, почему и как это произошло.»
- «Разделите вашу компанию на две»
- «Ни одна идея не остается хорошей навсегда. Независимо от того, каким бы замечательным, творческим, своевременным и эффективным ни был каждый формат, который вы создали, он только выиграет от изменения, улучшения, и, в конечном итоге, замещения. Творческий процесс является постоянным, и все пять шагов мышления непрерывно остаются в игре.»
ЧТО Я БУДУ ПРИМЕНЯТЬ:
- Проведу в своих компаниях стратсессию про мегатренды десятилетия, чтобы выявить, какие из них максимально повлияют на наш бизнес и составить план того, что нам с этим делать.
ЕЩЕ НА ЭТУ ТЕМУ:
Эдвард де Боне «Латеральное мышление»
August 1, 2013
I received this book via the Goodreads First Reads program.
I liked how this book showed that you should embrace the right ideas. It also shows that it's a wonderful idea to explore your surroundings - see what's out there that could inspire you.
All in all, a great book!
I liked how this book showed that you should embrace the right ideas. It also shows that it's a wonderful idea to explore your surroundings - see what's out there that could inspire you.
All in all, a great book!
January 5, 2019
If you are a small business owner or an established entrepreneur who is in search of a new business idea or in the wake of taking the next business leap, 'Thinking in New Boxes' is the perfect resource to start. Being a small business owner myself, I have been straddling with utter confusion regarding my business' strategic vision and blindly trying to work out ideas over the years. Time just passed by and nothing worked out.
I simply clung to my inner biases, my own representation of reality and that kinda restricted me from leaving my comfort zone.
"Thinking in New Boxes" just hits you at the right point and apprises you with the very idea of how you get imprisoned by your own conceptions of reality and how challenging it gets to think creatively about newer dimensions. It lays down a five-step approach that makes you escape the bondage created by your perceptions and reflect on those areas that you have been overlooking.
The five step approach begins with the very practice of doubting everything you do; then drifting towards exploring three major aspects namely consumer insights, competitive intelligence and mega-trends; next brainstorming a diverse range of ideas by incorporating a creative approach; then heading towards filtering the ideas that are plausible to implement; and finally adopting the practice of re-evaluating your ideas relentlessly.
Moreover, the book has a set of note-worthy examples and interesting exercises to understand each and every step of the framework. Just one caveat before you start reading the book: do not get overwhelmed while practicing the underlying concepts of the framework in question. It usually happens that in the wake of practicing the framework, you think way too much and land yourself up in a state of ambiguity.
"Thinking in New Boxes: A New Paradigm for Business Creativity" is a must read for every established entrepreneur, small business owner and corporate strategist who wants to give a new dimension to his strategic vision and skills.
I simply clung to my inner biases, my own representation of reality and that kinda restricted me from leaving my comfort zone.
"Thinking in New Boxes" just hits you at the right point and apprises you with the very idea of how you get imprisoned by your own conceptions of reality and how challenging it gets to think creatively about newer dimensions. It lays down a five-step approach that makes you escape the bondage created by your perceptions and reflect on those areas that you have been overlooking.
The five step approach begins with the very practice of doubting everything you do; then drifting towards exploring three major aspects namely consumer insights, competitive intelligence and mega-trends; next brainstorming a diverse range of ideas by incorporating a creative approach; then heading towards filtering the ideas that are plausible to implement; and finally adopting the practice of re-evaluating your ideas relentlessly.
Moreover, the book has a set of note-worthy examples and interesting exercises to understand each and every step of the framework. Just one caveat before you start reading the book: do not get overwhelmed while practicing the underlying concepts of the framework in question. It usually happens that in the wake of practicing the framework, you think way too much and land yourself up in a state of ambiguity.
"Thinking in New Boxes: A New Paradigm for Business Creativity" is a must read for every established entrepreneur, small business owner and corporate strategist who wants to give a new dimension to his strategic vision and skills.
December 12, 2024
Рекламный буклет, маскирующийся под книгу. Но в отличие от обычного буклета — не тонкий, не яркий и отнюдь не бесплатный. Авторы не скрывают, что основная сфера их деятельности — проведение бизнес-тренингов в крупных компаниях. И книга, и, судя по описанию, сами тренинги рассчитаны на менеджеров по продажам. Поэтому если вы математик, музыкант, инженер, программист, врач, поэт и т.д., желающий научиться смотреть на вещи шире, — вы ничего полезного для себя в этой книге не найдёте. Впрочем, если вы менеджер по продажам — вы тоже ничего интересного здесь не найдёте, потому что текст состоит из банальностей вроде «сомневайтесь во всём» и «регулярно пересматривайте свои стратегии», а также клише и кочующих по всем подобным книгам и порядком надоевших историй «про Генри Форда» и «про революционный подход доставки видеоконтента от Netflix».
Вот цитата из книги, которая даёт представлении о наукообразном стиле, пустоте мысли и о полной неадекватности авторов: «Дедукция. Дедукция является одной из форм мышления, связанной с применением существующего формата, такого как рабочая гипотеза, скажем, к деталям, наблюдаемым в мире перед вами, испытывая ёмкость формата для их интерпретации. Логика есть наука о дедукции». Это не шутка, это цитата.
Моя рекомендация: не тратьте времени.
Вот цитата из книги, которая даёт представлении о наукообразном стиле, пустоте мысли и о полной неадекватности авторов: «Дедукция. Дедукция является одной из форм мышления, связанной с применением существующего формата, такого как рабочая гипотеза, скажем, к деталям, наблюдаемым в мире перед вами, испытывая ёмкость формата для их интерпретации. Логика есть наука о дедукции». Это не шутка, это цитата.
Моя рекомендация: не тратьте времени.
December 14, 2020
Mental models or Boxes enable us to process and make sense of our complex reality.
Revolutionary ideas come in new boxes. If you don't update and change your regular boxes, you run the risk of suffering tunnel vision hurting your creative thinking.
Overcome the problem with 3 steps:
-Step 1: Don't trust your gut feeling. Sticking with the familiar will always feel right. So embrace the uncomfortable. Bypass your cognitive bias (subconscious programming). Doubt your worldview constantly.
-Step 2: Arm yourself with fresh input. Gather info to remove the blinders from your old boxes. Challenge reality and tap the wall you think is there.
-Step 3: Generate and test hypotheses. Don't discard ideas before they have a chance to develop. Don't decide on intuition, be more scientific about this. Maybe you'll have to iterate.
The bigger the box, the bigger the opportunities you'll find. Shift your perception and think wide definitions that contain other sub-boxes.
Plan for an uncertain future. Gain the ability to change boxes in real time. (predictive thinking vs prospective thinking)
Dare to err! Don't be afraid to make mistakes.
Revolutionary ideas come in new boxes. If you don't update and change your regular boxes, you run the risk of suffering tunnel vision hurting your creative thinking.
Overcome the problem with 3 steps:
-Step 1: Don't trust your gut feeling. Sticking with the familiar will always feel right. So embrace the uncomfortable. Bypass your cognitive bias (subconscious programming). Doubt your worldview constantly.
-Step 2: Arm yourself with fresh input. Gather info to remove the blinders from your old boxes. Challenge reality and tap the wall you think is there.
-Step 3: Generate and test hypotheses. Don't discard ideas before they have a chance to develop. Don't decide on intuition, be more scientific about this. Maybe you'll have to iterate.
The bigger the box, the bigger the opportunities you'll find. Shift your perception and think wide definitions that contain other sub-boxes.
Plan for an uncertain future. Gain the ability to change boxes in real time. (predictive thinking vs prospective thinking)
Dare to err! Don't be afraid to make mistakes.
April 23, 2023
I've always believed thinking "outside the box" was the best way to create and solve problems. But this book challenges that notion, saying it's okay to think inside a box... as long as that box is of your own design. And thinking inside a box means you work within the parameters and frameworks of that box, which again, is of your choosing. A smart way to look at a more focused, refined thinking, instead of just aimless wondering...
June 19, 2023
Дернул же меня черт читать книгу о креативности от корпоративных мыслителей. Брабандер умный и интересный человек, но это какой-то отдельный вид пытки: учиться творить через установленные шаблоны. Может, в виде мастер-класса этот материал зашел бы лучше, но книга выглядит как попытка научить медведя петь. Удивительно, как корпорации пытаются сожрать и поглотить все, до чего могут дотянуться. И хорошо, что не всегда им это удается.
January 8, 2024
very good resource to rethink your business
Authors have put together a compelling framework on how to reinvent your business by creating doubt, analysis, divergence, convergence and redoing it all over. This is a great way to overcome inertia in one’s organization and constantly reinvent your business.
Authors have put together a compelling framework on how to reinvent your business by creating doubt, analysis, divergence, convergence and redoing it all over. This is a great way to overcome inertia in one’s organization and constantly reinvent your business.
February 21, 2018
Good link to strategy and innovation
This book provides a well structured method to think about thinking. There are several good suggestions and it reminds readers to keep their biases in check.
This book provides a well structured method to think about thinking. There are several good suggestions and it reminds readers to keep their biases in check.
December 30, 2018
While there are truly some great concepts that will make you rethink your everyday habits in the office world, 50% of the content is extremely repetitive. Definitely a something that's best read when you're feeling particularly inspired, otherwise I'd recommend skimming through it.
September 18, 2018
I wanted to like this book. Regarding the theory, I enjoyed it. But, I found the anecdotes too long and too many. I also found too much of the book to be unoriginal. Maybe that's because I've read too many from this genre?
January 27, 2019
Enlarging your boxes
I thought I knew a lot about workshops, Innovation and methodologies. I was never surprised in this book but the way it’s brought to you is really pushing you to continue to enlarge endlessly your boxes. Motivating
I thought I knew a lot about workshops, Innovation and methodologies. I was never surprised in this book but the way it’s brought to you is really pushing you to continue to enlarge endlessly your boxes. Motivating
November 4, 2017
How many ways can “new boxes” be used for another term.
April 25, 2018
It wasn't that new, but it was worth reading.
June 18, 2020
Very long read, could have been much more concise
July 30, 2022
Interesting process to spur creative thinking within a business, but could have been an article vs a 300 page book.
Read
May 28, 2023Awesome!
August 27, 2023
Some good tips on thinking outside the box. But, there was a lot of fluff and repetition. This book could have been 1/4 of the length and I would have had the same take home message.
October 31, 2013
Your company makes buggy whips. It has always made buggy whips. Sales have been flat for the past several quarters. As CEO, what, if anything, are you going to do about it?
First of all, doubt everything about your company (but not to the point of paralysis). Put everything about your company, and your view of the market, under the microscope. Don't assume that anything about your company will stay the same in the future. Next, you need to look around and consider your options. It's normal to keep your minds in the box labeled "buggy whips" (thinking that the only allowable options are those that involve buggy whips). Get that thought out of your head right now.
Set up an off-site meeting of at least half a day with your senior management, or your entire company, if it is small enough, to brainstorm ideas for the future of your company. As a bit of mental exercise, describe your company's product without using the five most obvious words. Quantity of ideas is more important than quality. Do not denigrate any idea, no matter how strange it sounds. With a little tweaking, what sounds like a terrible idea could become your company's economic lifesaver.
A later session, preferably with a different group of people, is dedicated to converging those many ideas into something more manageable. Now you can cross out the ideas that are just not feasible for your company, and combine similar ideas. Get down to a small number (three or four) new ideas or concepts or potential new products that your company can put into practice; then, do it. No idea will work forever, so constantly re-evaluate your new ideas, and don't be afraid to replace an old idea with a new one.
This may seem like a rather dry and boring concept, but the authors do a very good job at making it not so dry and boring. It's interesting, and it has a lot to say to companies of any size.
First of all, doubt everything about your company (but not to the point of paralysis). Put everything about your company, and your view of the market, under the microscope. Don't assume that anything about your company will stay the same in the future. Next, you need to look around and consider your options. It's normal to keep your minds in the box labeled "buggy whips" (thinking that the only allowable options are those that involve buggy whips). Get that thought out of your head right now.
Set up an off-site meeting of at least half a day with your senior management, or your entire company, if it is small enough, to brainstorm ideas for the future of your company. As a bit of mental exercise, describe your company's product without using the five most obvious words. Quantity of ideas is more important than quality. Do not denigrate any idea, no matter how strange it sounds. With a little tweaking, what sounds like a terrible idea could become your company's economic lifesaver.
A later session, preferably with a different group of people, is dedicated to converging those many ideas into something more manageable. Now you can cross out the ideas that are just not feasible for your company, and combine similar ideas. Get down to a small number (three or four) new ideas or concepts or potential new products that your company can put into practice; then, do it. No idea will work forever, so constantly re-evaluate your new ideas, and don't be afraid to replace an old idea with a new one.
This may seem like a rather dry and boring concept, but the authors do a very good job at making it not so dry and boring. It's interesting, and it has a lot to say to companies of any size.
November 22, 2013
For years we have been told, “Think outside the box”. According to Luc De Brabandere and Alan Iny, strategic consultants at The Boston Consulting Group, there is one fundamental flaw in thinking in this manner: It is difficult! So, in their new book Thinking In New Boxes, the duo teach you five essential steps to spark the next big idea.
“You can’t even think without boxes, so don’t even try.”
You need to use a range of existing mental models to simplify things. Your mind relies on pre-existing categories that it has already created. (Consider that German psychologist Gerd Gigerenzer has argued extensively on how heuristics play a role in decision making).
Brabandere and Iny suggest that boxes are sketches, your mind’s way of simplifying, naming, and framing things, so that you can determine how best to respond to them. But, thinking outside the box is not enough!
There are three fundamental problems with Thinking Outside the box:
1. It is hard to get out of a box
2. It is tricky to determine which of your many boxes to think outside of
3. Even if you do manage the trick, and get out of a specific box, it often isn’t enough – you still need a new one.
The challenge remains: how do you use boxes to generate new creative ideas and approaches? Thinking In New Boxes pushes us to challenge the existing paradigms and breaks down the process into 5 steps:
continue reading: http://sukasareads.blogspot.ca/2013/1...
“You can’t even think without boxes, so don’t even try.”
You need to use a range of existing mental models to simplify things. Your mind relies on pre-existing categories that it has already created. (Consider that German psychologist Gerd Gigerenzer has argued extensively on how heuristics play a role in decision making).
Brabandere and Iny suggest that boxes are sketches, your mind’s way of simplifying, naming, and framing things, so that you can determine how best to respond to them. But, thinking outside the box is not enough!
There are three fundamental problems with Thinking Outside the box:
1. It is hard to get out of a box
2. It is tricky to determine which of your many boxes to think outside of
3. Even if you do manage the trick, and get out of a specific box, it often isn’t enough – you still need a new one.
The challenge remains: how do you use boxes to generate new creative ideas and approaches? Thinking In New Boxes pushes us to challenge the existing paradigms and breaks down the process into 5 steps:
continue reading: http://sukasareads.blogspot.ca/2013/1...
February 10, 2017
Me gustó, pero no me encantó. Los autores proponen una manera "nueva" de romper los esquemas preconcebidos que han crecido con nosotros, para poder explotar la creatividad y encontrar ideas refrescantes e innovadoras. Es una extensión del clásico "pensar afuera de la caja", sólo que en lugar de ver la caja desde afuera, lo que se busca es crear cajas nuevas, desafiantes e inspiradoras.
Algunas de las técnicas que presentan son muy interesantes y fáciles de implementar, pero aplicar al pie de la letra toda la metodología, sin un "couching" adecuado, se me antoja más complicado.
Algunas de las técnicas que presentan son muy interesantes y fáciles de implementar, pero aplicar al pie de la letra toda la metodología, sin un "couching" adecuado, se me antoja más complicado.
August 9, 2014
'Thinking in New Boxes: A New Paradigm for Business Creativity' by Luc de Brabandere and Alan Iny is one of the better, more focused books I've read on business creativity. Instead of talking in broad, vague concepts, it gets to practical matters right away.
The usual thinking for creativity is to think outside the box, but doing that is harder than it sounds. It's better to recognize the boxes that we find ourselves in. The constraints we assume or place on our businesses, and then find new boxes based on those. Techniques are all throughout the book and based on five techniques, such as diverge.
The emphasis here is on more focused approaches than I've seen. While it is focused, there is room for blue sky thinking and "what if" scenario building, but in the context of current boxes. There are good examples throughout, and I liked the fictional video game company they used to guide through the process. By the end of the book, it shows how a company can truly transform. I enjoyed it.
I was given a review copy of this ebook by Random House Publishing Group and NetGalley in exchange for an honest review. Thank you for allowing me to review this ebook.
The usual thinking for creativity is to think outside the box, but doing that is harder than it sounds. It's better to recognize the boxes that we find ourselves in. The constraints we assume or place on our businesses, and then find new boxes based on those. Techniques are all throughout the book and based on five techniques, such as diverge.
The emphasis here is on more focused approaches than I've seen. While it is focused, there is room for blue sky thinking and "what if" scenario building, but in the context of current boxes. There are good examples throughout, and I liked the fictional video game company they used to guide through the process. By the end of the book, it shows how a company can truly transform. I enjoyed it.
I was given a review copy of this ebook by Random House Publishing Group and NetGalley in exchange for an honest review. Thank you for allowing me to review this ebook.
November 22, 2016
This is a very refreshing "management" or "innovation" book, for two reasons: first it takes the "long" approach, and therefore avoids all the pitfalls of short-sighted marketing "ideas" or short-term incremental improvements. It asks specifically to instill doubt into one's thinking: what about if your company disappears in ten years, what if it gets 70% market share. How do you get there, what can happen?
Secondly, it also offers a rational and thinking approach to thinking, especially to critically evaluating one's "boxes". I already mentioned the "doubt", but it gets more philosophically (without becoming boring) by showing our biases, and how to come to ideas (or not).
The book would have merited 5 stars but it loses 1 for being "too optimistic". It revers sometimes back to typical "management examples" where company X did something and it worked out fine. In line with the "doubt" mentioned above, where are those who failed in applying these lessons, or where it didn't work out. Whatever the reasons, because maybe there's the real lesson in applying this book ...
Still, a book worth reading!
Secondly, it also offers a rational and thinking approach to thinking, especially to critically evaluating one's "boxes". I already mentioned the "doubt", but it gets more philosophically (without becoming boring) by showing our biases, and how to come to ideas (or not).
The book would have merited 5 stars but it loses 1 for being "too optimistic". It revers sometimes back to typical "management examples" where company X did something and it worked out fine. In line with the "doubt" mentioned above, where are those who failed in applying these lessons, or where it didn't work out. Whatever the reasons, because maybe there's the real lesson in applying this book ...
Still, a book worth reading!
December 25, 2013
In this book, the authors throw out the cliche of thinking outside the box and argue that we are always thinking in boxes but that we can choose what boxes we think in and can move from box to box to enhance our creative and problem solving skills. The authors also map out a process and use case studies to demonstrate how the process works.I particularly enjoyed their approach to using scenarios to help a business get out of its own way. I think this book is a must for business owners and business consultants who help business owners. It provides some useful tools and a way of approach business problems that will help everyone get out of the boxes they've been in and start exploring new boxes, new approaches to running the business.
September 6, 2015
I absolutely agree with the premise of the book. People have so many companies. Just because things have always been thought of in one way, doesn't mean that it is the right way, the best way or the only way.
Sticking to old ways of thinking is the death of progress. Rethink everything. Everything.
I did find the book to be more of a "how-to" rather than an overarching book of insights. If you are like looking to redefine a business or an approach, I encourage you not to take the box you are in at face value.
Sticking to old ways of thinking is the death of progress. Rethink everything. Everything.
I did find the book to be more of a "how-to" rather than an overarching book of insights. If you are like looking to redefine a business or an approach, I encourage you not to take the box you are in at face value.
July 26, 2016
This book breaks down creativity into five steps:
1. Doubt everything. Challenge current perspectives.
2. Probe the possible. Explore all options.
3. Diverge. Generate as many new ideas as you can, even if they seem crazy.
4. Converge. Evaluate & select the ideas that will drive results.
5. Reevaluate . Relentlessly.
Great case study about BIC pens --> lighters --> razors: re-framed themselves from pen company to a disposable product company
1. Doubt everything. Challenge current perspectives.
2. Probe the possible. Explore all options.
3. Diverge. Generate as many new ideas as you can, even if they seem crazy.
4. Converge. Evaluate & select the ideas that will drive results.
5. Reevaluate . Relentlessly.
Great case study about BIC pens --> lighters --> razors: re-framed themselves from pen company to a disposable product company
September 17, 2013
I won the book in a goodreads giveaway and if I hadn't I probably wouldn't have gotten the chance to read it. Reading , Thinking in New Boxes was both inspirational and practical. It was comprehensive, step-by-step guide to sharpening one’s wits in order to harness creativity in the workplace. Definitely a book I recommend!!
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