Innovation, Change, and Growth Sprints, Blitzes, and Sessions
Run a
Think Wrong® Sprint.
Conceive of and execute bold, disruptive solutions that lead to positive change and impact.
Are you stuck?
Want to raise the bar?
Want to shake things up?
Want unexpected solutions?
A Think Wrong Sprint might be the answer.
A Think Wrong Sprint is an intense, immersive, collaboration between you, us—and hand-picked experts. Think Wrong Sprints generate portfolios of disruptive solutions with the power to deliver innovation, change, and growth to those that matter most to you.
Contact Kim Scales (kim@solvenext.com) to learn discuss your challenge and how we might design, run, and report on an Think Wrong Sprint for your organization.
Not for Sale
Strategy
Convene diverse leaders and experts to solve a wicked problem.
Challenge
How might we use social enterprises and the natural resources of the Peruvian Amazon; in ways that inoculate its vulnerable populations from human trafficking; so that they are in control of their own futures?
Daily Mail Group
Strategy
Engage leadership, invent new ventures, and convert skeptics.
Challenge
How might we use commercial real estate content and insight to become an indispensable partner to decision makers confronting daunting challenges and promising opportunities?
New Hope Network
Strategy
Generate new enthusiasm, connections, and possibilities through collaboration.
Challenge
How might we reposition the dietary supplement industry; in ways that make Americans more confident in the integrity and effectiveness of supplements; so that twice as many consumers use our products because they trust them and know they will work?
“It’s helped to unlock innovation and creativity in the people at Airbus. We’re applying the Think Wrong methodology to help solve real problems. We’re also building new problem-solving muscles in our organization—something that everyone can use.”
Cornelia Wagner, Engineering Integration Specialist, Airbus
A sample of Think Wrong Sprint Challenges.
How might we lead the next era of Acubed; in ways that deliver meaningful value to Airbus; so that we earn the support and attract the talent we need to push the boundaries of aerospace?
How might we create a new story to attract an army of new people and resources so we can end the Pebble conflict and sustain the people of Bristol Bay?
How might we best be understood; in ways that create expectations that inspire and motivate us; to consistently affirm that “it is everyone’s job to bring everyone in” for our employees, Apple, and the world?
How might we build a winning sales culture—on the foundation of our brand and competitive compensation—that creates a workplace which attracts the very best talent and inspires and enriches our employees?
How might we provide comprehensive eye care throughout people’s lifetimes—from their youth into their grey years; in ways that automatically adjust to changes in their eyesight, lifestyle, and preferences—while making improved eye health and continuous good vision easy and accessible; so that their eye health and seeing experiences—and the value they place on those—are the best that they can be every single day?
How might we, as a team, transform our sales and apps organization; in ways that shift our people from acting as individual players to client-first teams that deeply trust each other; so that we are able to create 2x more value with our clients and achieve our revenue target, at corporate margins, by FY24?
How might we disrupt the current manufacturing paradigms; in ways that take advantage of talent, money, data, partnership opportunities and new technologies; so that our current—and new—clients can produce what they want, at the scale they want, in a cost-effective manner?
How might we synchronize the flow of information and goods in the construction supply chain with the demand of projects; in ways that allow stakeholders to make more informed decisions; so that the right people are able to work on the right tasks at the right time—while improving the quality of work done and margins for everyone in the chain?