Thinking in New Boxes

Thinking in New Boxes challenges the overused "think outside the box" mantra by introducing a five-step framework for structured creativity. Authors Luc de Brabandere and Alan Iny argue that true innovation comes from defining new mental models ("boxes") rather than abandoning existing ones. The book emphasizes systematic doubt, exploration, and iterative refinement to drive business breakthroughs, illustrated by examples like BIC’s shift from pens to disposable products.

This book is essential for entrepreneurs, corporate strategists, and business leaders seeking to reinvent their industries or navigate disruption. It’s particularly valuable for those stuck in traditional frameworks, offering actionable exercises and case studies (e.g., BIC’s pivot to lighters) to spark innovative thinking.

Yes—the book combines theoretical rigor with practical tools, such as its five-step creativity process and scenario-planning techniques. While some critics note occasional repetitiveness, its actionable insights on redefining problems (e.g., shifting from "pen company" to "disposable products") make it a standout resource for sustained innovation.

1. Doubt everything: Question assumptions.
2. Probe possibilities: Analyze trends and customer needs.
3. Diverge: Brainstorm absurd or unconventional ideas.
4. Converge: Select and refine the best concepts.
5. Re-evaluate: Continuously test and adapt strategies.

BIC’s shift from pens to disposable lighters exemplifies "creating a new box." Instead of clinging to the "pen company" identity, executives redefined their focus on disposability, unlocking markets for lighters, razors, and phones. This case underscores the power of reframing core business assumptions.

Some readers find the book overly detailed, with repetitive explanations of its frameworks. However, supporters argue the depth helps internalize concepts like systemic doubt and strategic divergence.

While Kahneman’s work explores cognitive biases, Thinking in New Boxes focuses on structured creativity. De Brabandere and Iny provide a business-oriented toolkit for rebuilding mental models, contrasted with Kahneman’s psychological analysis of decision-making.

Yes—its emphasis on proactive scenario-building (e.g., anticipating tech disruptions) and redefining industry "boxes" aligns with digital adaptation. The book’s exercises help teams challenge legacy systems and identify AI-driven opportunities.

• “The space outside the box is infinite—and when faced with endless possibilities, the human mind feels adrift.”
• “True ingenuity needs structure, hard analysis, and bold brainstorming.”

These highlight the book’s core thesis: creativity thrives within new constraints.

De Brabandere’s dual expertise in mathematics and philosophy informs the book’s blend of analytical rigor and conceptual exploration. His BCG experience lends real-world credibility to frameworks like strategic visioning and scenario planning.

“Boxes” are mental models or assumptions that shape decision-making (e.g., “We’re a pen company”). The book teaches readers to deliberately construct new boxes (e.g., “We provide disposable solutions”) to unlock innovation.

1. Reject default assumptions about your product’s purpose.
2. Identify emerging trends (e.g., sustainability demands).
3. Brainstorm beyond traditional categories.
4. Prototype and iterate based on market feedback.