interaction south america 2013 / arne van oosterom

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Interaction South America Brazil / Nov. 13-16 2013 Arne van Oosterom

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Keynote by Arne van Oosterom at the Interaction South America 2013 conference in Recife Brazil.

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Page 1: Interaction South America 2013 / Arne van Oosterom

Interaction South America Brazil / Nov. 13-16 2013

Arne van Oosterom

Page 2: Interaction South America 2013 / Arne van Oosterom

@DesignThinkers

Page 3: Interaction South America 2013 / Arne van Oosterom

why do I do what I do?

Page 4: Interaction South America 2013 / Arne van Oosterom

We have to humanize

organisations

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we are a community of entrepreneurs

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Germany since 2011

Israel since 2012

Singapore since 2012

Netherlands since 2007UK since 2011

China since 2013USA since 2010

Brazil since 2012

Chile since 2010

Established

Developing*

Spain since 2013

Australia since 2013

Partners

Argentina since 2013

Uruguay since 2013

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we are a global multidisciplinary team of freethinkers

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We are featured in many international publications.

We are co-author of the award winning book This is Service Design Thinking.

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new organisational model

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we created our serendipity machine

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new businessmodel

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new consultancy

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When you want to differentiate your organisation you’ll have to build a different organisation.

Page 17: Interaction South America 2013 / Arne van Oosterom

so that’s me...

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case-studies are only about outcomes and never about what realy happened...

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You learn to DO stuff by... DOING stuff

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anyway....

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I don’t know who you are

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People have biases and heuristics

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value co-creation

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I have some questions for you

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what is really important to you?

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what is really really really important to you?

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Health & Happiness

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what’s more important?

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Does you company focus on making you happy & keeping you healthy?

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Does you company focus on making the people you love happy & healthy?

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Does you company focus on making their customers happy & healthy?

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Why Not?

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What is more important?

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Better society?

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Better future?

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Planet?

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Money?

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What is money for?

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Healthcare and/or happiness is the core-business of all organizations.

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Most of them are just very bad at it

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A Bank

... and trust

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Create a radically new offering and you can differentiate yourself... be value driven

opportunity

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An Insurance Company

... and the “fine print”

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Understanding what people are trying to do, and invest in understanding and helping existing customers reach goals, this will open up a wide range of possibilities.

opportunity

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A Hospital

... and not being empathetic

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Developing truly human centered health services for people is an wide open and empty space…

opportunity

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A Consumer Electronics Company

And “being so big, simply surviving takes up all your time and energy”

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opportunity

Build a culture of trust to allow people to collaborate in multidisciplinary teams, interact with real customers and develop empathy. Understanding value-creation will lead to new insights and opportunities.

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A Foodstuff Company

and slowly poisoning your own customers

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opportunity

Developing small, local solutions by local teams, but globally connected by shared values and vision.

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and seeing your customer as your enemy

a Telco

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there is room for a brand that walks the talk, a brand people trust, no contracts aimed to lock you in, simple, pay for what you get, without confusing the hell out of people with bundles or boxes and providing real service

a Telco

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So what is the problem?

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What all these companies share:

Silo’s make them inflexibleRisk-averse cultureEmployees feel powerless No shared values and visionKPI’s and incentives are not customer centric Linear mindsetShort-term thinking No real sense of urgencyThey are competing in a sea of sameness

Page 59: Interaction South America 2013 / Arne van Oosterom

What all these companies share:

Silo’s make them inflexibleRisk-averse cultureEmployees feel powerless No shared values and visionKPI’s and incentives are not customer centric Linear mindsetShort-term thinking No real sense of urgencyThey are competing in a sea of sameness

Page 60: Interaction South America 2013 / Arne van Oosterom

What all these companies share:

Silo’s make them inflexibleRisk-averse cultureEmployees feel powerless No shared values and visionKPI’s and incentives are not customer centric Linear mindsetShort-term thinking No real sense of urgencyThey are competing in a sea of sameness

Page 61: Interaction South America 2013 / Arne van Oosterom

What all these companies share:

Silo’s make them inflexibleRisk-averse cultureEmployees feel powerless No shared values and visionKPI’s and incentives are not customer centric Linear mindsetShort-term thinking No real sense of urgencyThey are competing in a sea of sameness

Page 62: Interaction South America 2013 / Arne van Oosterom

What all these companies share:

Silo’s make them inflexibleRisk-averse cultureEmployees feel powerless No shared values and visionKPI’s and incentives are not customer centric Linear mindsetShort-term thinking No real sense of urgencyThey are competing in a sea of sameness

Page 63: Interaction South America 2013 / Arne van Oosterom

What all these companies share:

Silo’s make them inflexibleRisk-averse cultureEmployees feel powerless No shared values and visionKPI’s and incentives are not customer centric Linear mindsetShort-term thinking No real sense of urgencyThey are competing in a sea of sameness

Page 64: Interaction South America 2013 / Arne van Oosterom

What all these companies share:

Silo’s make them inflexibleRisk-averse cultureEmployees feel powerless No shared values and visionKPI’s and incentives are not customer centric Linear mindsetShort-term thinking No real sense of urgencyThey are competing in a sea of sameness

Page 65: Interaction South America 2013 / Arne van Oosterom

What all these companies share:

Silo’s make them inflexibleRisk-averse cultureEmployees feel powerless No shared values and visionKPI’s and incentives are not customer centric Linear mindsetShort-term thinkingNo real sense of urgencyThey are competing in a sea of sameness

Page 66: Interaction South America 2013 / Arne van Oosterom

What all these companies share:

Silo’s make them inflexibleRisk-averse cultureEmployees feel powerless No shared values and visionKPI’s and incentives are not customer centric Linear and short-term mindsetShort-term thinkingNo real sense of urgencyThey are competing in a sea of sameness

Page 67: Interaction South America 2013 / Arne van Oosterom

We have an opportunity to make a real change.

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How can you make a difference?

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By challenging ourselves

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Not sticking to our mistakes

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Questioning ourselves

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Learn to Unlearn

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Look at the bigger picture

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Design Thinking enables you to zoom-in-and-out

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Design Thinking allows you to ask questions, unpack systems, see

context, try experiment and learn from making mistakes and make

better decisions

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Design Thinking supports the multi-dimensional person you are

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Design Thinking empowers the generalist inside of you

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Design Thinking builds empathy

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We need to humanize organisations

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Because ultimately business is or should be about creating value with people and for people.

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