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Don’t Think Outside The Box

October 14, 2007 By

I hate the term “think outside the box”. I cringe when people use the term and throw up in my mouth when people use the term to describe themselves.

Maybe I don’t understand it, but what exactly is “the box”? The problem with the phrase is that it has a different meaning for everyone because the reference for “the box” is different for everyone. Sure, there could be unwritten parameters that would describe what is conventional and what would be “outside the box” within a certain context, but even these can be arbitrary. Instead of determining whether something is inside or outside, adjust the parameters by which you judge.

Don’t think outside the box. Make your box bigger.

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Exit Strategies

June 17, 2007 By

Things stop working. Your TV for instance. That’s when we move on and buy a new one. Similarly in business, products/services stop working. Not everyone can be a Coca Cola, living off the success of a single, unchanged concept for decades.

Products/services come to an end for a multitude of reasons. Most common ones include:

  • Consumers don’t buy them anymore leading to losses
  • Margins have been cut due to competition
  • Companies divesting in a certain product/service
  • Substitute products/services have entered the market

Whatever the reason for the end of a product’s lifecycle is, have you thought ahead? Do you have in mind what to do once that moment comes?

Some questions to bear in mind are when considering future options are:

  • What would you want to do? Put motivation behind the direction you’d like to take.
  • What would your customers want you to do? Think about your target audience, your value proposition and your business model.
  • What can you do? Choose a direction that emphasizes your strengths and competences.

Think ahead. Stay ahead.

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Think In Processes

May 13, 2007 By

The terms Business Process Reengineering, flowcharts and Microsoft Visio are enough to make most people throw up. In some cases, rightfully so, but there are useful purposes in charting your processes.

They give you an overview, either when you’re already in business or before you enter an initiative. Process diagrams give you an indication of how complex a certain series of activities is. Maybe something made sense during a meeting, but a diagram reveals how cumbersome that something is. Adjusting the process and implementing it will result in clarity and consistency.

Evaluate your processes. Look for shortcuts. Achieve results quicker.

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