ILLUSTRATION BY PILAR COPETE ON FLICKR.COM

SOLVING CUSTOMER PROBLEMS

FIT FOR UNCERTAINTY

Tuesday 24th October 2017

PHOTO BY H HEYERLEIN ON UNSPLASH

INPUT VARIABLESWHAT KIND OF DATA, EXPERIENCE, INFORMATION DO WE PUT INTO OUR ORGANIZATIONS TO MAKE THEM TICK

PHOTO BY SEBASTIEN GABRIEL ON UNSPLASH

THERE IS A GAP BETWEEN WHAT WE WANT OUR ORGANIZATIONS TO BECOME AND WHAT WE PUT INTO THEM TO GET THERE

DATA - INSIGHT - STRATEGY - CREATIVE

PHOTO BY SHARON PITTAWAY ON UNSPLASH

WE ARE REDESIGNING OUR ORGANIZATIONS TO FIT THE 21ST CENTURY. WE ARE CONFIGURING THEM FOR

LEARNING, FLEXIBILITY AND ADAPTABILITY.

WHAT FUELS THE 21ST CENTURY ORGANIZATION?

Basically that you build for flexibility but everything you do ends up becoming a slightly different version from the first thing that you did

«HYPER-RATIONALIZATION»- Joshua Prince-Ramus -

Software + HardwareGovernance, Management, Teams, Talent, Coordination, Strategy, Decisions etc.Data, Experience, Information, Insight

FREEDOM OF CHOICE:THE FUTURE IS ONLY COMPLICATED IF YOU FAIL TO SEE IT FROM WHAT IS DRIVING THE CHANGE

CHOICE:NO REAL CHOICE: CHOICE:NO REAL CHOICE:

THE PRODUCT IS JUST A TEMPORARY OUTPUT THERE IS NO SUSTAINABLE ADVANTAGE STUCK ON THEIR CORE BUSINESS MODELS WHEN THE CORE TECHNOLOGY BECOMES STRETCHABLE

- GARY HAMEL -

- RITA MCGRATH -

- CLAYTON CHRISTENSEN -

«[organizations] get fixed on measuring their solution, not the job they’re being hired to help solve..»

- Des Traynor, Co-Founder, Chief Strategy Officer, VP of Marketing, Intercom - - https://blog.intercom.com/your-product-is-already-obsolete/

PHOTO BY JONATHAN SIMCOE ON UNSPLASH

IT ALL BEGINS WITH THE HERE

THE RESPONSIBILITY OF BUSINESS ORGANIZATIONS

29/365 - 2017

OUTCOMEPEOPLE

.OUTCOME

.EFFICIENCY

.RATIO

- Clayton Christensen -

PHOTO BY DANIEL LEONE ON UNSPLASH

Over time organizations seem to forget their understanding of the market, their CVP. They become prone to unconsciously hold a very limited view of their future. Seeing the world from a technology,

market or product perspective creates a very narrow frame of reference where new wealth opportunities are easily overlooked.

ORGANIZATIONS DON’T DIE — THEY SUFFOCATECORE TECHNOLOGY - CORE BUSINESS MODEL

Competition offering the same CVP is conciously let in as they are using different core technology or core

business model

Creating a market by understanding the customer’s progress, struggle and circumstance (customer value proposition)

The original technology and processes end up becoming a commodity or infrastructure

PHOTO BY MARTIN SATTLER ON UNSPLASH

ALMOST EVERY ORGANIZATION IS DESIGNED TO CRASH INTO A WALL:

McKinsey-ism:

Demand patterns change

Based on articles and talks by Shoshana Zuboff, and Gary Hamel

EARLY CONSUMERSPROPRIETARY CAPITALISM

MASS CONSUMERSMANAGERIAL CAPITALISM

NEW SOCIETY OF INDIVIDUALSDISTRIBUTED CAPITALISM

ZONE OF INNOVATION

1890 20051915 2020 2050

ZONE OF INNOVATION

MIGRATION PATH

MIGRATION PATH

ZONE OF MUTATION

ZONE OF MUTATION

ELECTRICITY

INTERNET

MOBILEBIG DATAIOTCLOUD

+

+COMBUSTION ENGINE

Zero marginal cost“Every century or so, fundamental changes in the nature of consumption create new demand patterns that existing organizations can’t meet.” - Shoshana Zuboff

MACHINE LEARNING VR / AR / NR

http://www.180360720.no/?p=5227

We are living in the age of mass individualization. No two people get the same Google search result, see the same products on amazon.com, have the same

Facebook feed or iTunes catalogue. Every smartphone is unique two minutes after its first boot. 

We are living in an age where the new mega industries have all become personal services industries and the old incumbents are still struggling to put out a mass product at almost no

margin or cost (e.g. digital news media, insurance, banks, bikes, cars, tooth picks etc.).

What’s the difference? Innovations improve the framework in which enterprises produce and deliver goods and services. Mutations create new frameworks. - Shoshana Zuboff, Creating value in the age of ditributed capitalism

«TO GET THE BEST POSSIBLE OUTCOME FROM WHAT WE PUT IN»

Farmers get up every morning because they have a job to solve:

MUTATION

link

PHOTO BY SHARON PITTAWAY ON UNSPLASH

DESIGN THINKING 3.0Why are we using the terminology Design thinking 3.0? Well, we could be using just Design Thinking, but we want to underscore that this is a further developed version of DT. Both in the sense that we are going to do the test integrated in the services and communication we are already offering. And we are getting results and responding in real-time. This is not design thinking as a slow cumbersome process. But design thinking engineered to fit inside the fast paced every day operations of the industry and its markets.

“JUST MAKE SOMETHING AND KEEP FIXING IT” - BURT RUTAN

PROBE-SENSE-RESPOND - DAVE SNOWDEN

“KERNELL” - ROBIN CHASE

AVOIDING THE HAWTHORNE EFFECT - EPLEKAKE

FROM #FAIL-SAFE TO EXPERIMENTS

GATHER INPUT VARIABLES

IOT + External Data + Space Img.We don’t know what this data will do to organizations

Computer Vision + Machine LearningSensors

Processing power(Doubles every 12 months)

Data Volume(Doubles every 18 months)

Systemix Compexity

Big Data allows evidence-based decision-making

SOURCE: DIGITAL GROWTH. SOURCE: DIRK HELBING

SOURCE: PLANET.COM

Most of our future data won’t be our own - IBM Watson planet.com

SOFTWARE:

«The measure of a successful organization is its ability to let its stakeholders

and talents liberate it.»- Helge Tennø -

A responsive organization is only as good as what it is responding to

Thank youHelge Tennø

@congbo

https://medium.com/everything-new-is-dangerous