What Technology Wants from Planning

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George Bennett, Digital Strategy Director at Droga5, gave this presentation at "Ambidexterity," the VCU Brandcenter's executive education program for account planning, on July 18th, 2013 at the VCU Brandcenter in Richmond.

Published in: Technology, Business

What Technology Wants from Planning

  1. 1. WHAT TECHNOLOGY WANTS FROM PLANNING
  2. 2. WHAT DO TECHNOLOGIES WANT FROM PLANNING?
  3. 3. WHAT DO TECHNOLOGISTS WANT FROM PLANNING?
  4. 4. WHAT DOES TECHNOLOGY WANT FROM PLANNING?
  5. 5. CAN TECHNOLOGY WANT THINGS?
  6. 6. THE UNIVERSE WANTS EXPANSION
  7. 7. LIFE WANT SURVIVAL
  8. 8. HUMANITY WANTS MEANING
  9. 9. ECONOMIES WANT GROWTH
  10. 10. After 10,000 years of slow evolution and 200 years of incredible intricate exfoliation, [technology] is maturing into its own thing. Its sustaining network of self-reinforcing processes and parts have given it a noticeable measure of autonomy. [Technology] may have once been as simple as an old computer program, merely parroting what we told it, but now it is more like a very complex organism that often follows its own urges. -Kevin Kelly, Founding Editor of Wired Magazine “
  11. 11. ACCELERATING EFFICIENCY
  12. 12. ACCELERATING DIVERSITY
  13. 13. ACCELERATING COMPLEXITY
  14. 14. ACCELERATING STRUCTURE
  15. 15. ACCELERATING SENTIENCE
  16. 16. ACCELERATING MUTUALISM
  17. 17. 98%of all CPUs on earth are embedded ACCELERATING UBIQUITY
  18. 18. TECHNOLOGY WANTS CHANGE
  19. 19. TECHNOLOGICAL CHANGE CULTURAL CHANGE POLITICAL CHANGE BUSINESS CHANGE
  20. 20. EXPONENTIAL TECHNOLOGICAL CHANGE IS CREATING A GLOBAL PARADIGM SHIFT
  21. 21. SCARCITY ABUNDANCE
  22. 22. SCARCE INFORMATION UNINFORMED “CONSUMERS” OBSCURED COMPETITIVE ALTERNATIVES UNVERIFIABLE PRODUCT CLAIMS
  23. 23. COMPETITIVE ADVANTAGE THROUGH SCARCE INFORMATION UNINFORMED “CONSUMERS” OBSCURED COMPETITIVE ALTERNATIVES UNVERIFIABLE PRODUCT CLAIMS 90% of all the information in the world has been generated in the last 2 years ABUNDANT INFORMATION
  24. 24. SCARCE COMPETITIVE INTELLIGENCE TRADE SECRETS PROPRIETARY PROCESSES INTELLECTUAL PROPERTY
  25. 25. SCARCE COMPETITIVE INTELIGENCE TRADE SECRETS PROPRIETARY PROCESSES INTELLECTUAL PROPERTY 2x Annual growth rate of the volume of business data worldwide ABUNDANT COMPETITIVE INTELLIGENCE
  26. 26. SCARCE CAPITAL ACCESS HIGH COST OF MARKET ENTRY LIMITED FUNDRAISING METHODS SMALL INVESTOR AND LENDER POOLS
  27. 27. SCARCE COMPETITIVE INTELIGENCE TRADE SECRETS PROPRIETARY PROCESSES INTELLECTUAL PROPERTY ABUNDANT CAPITAL ACCESS Estimated number of active crowdfunding platforms worldwide 536 434 283 2012 2011 2010
  28. 28. SCARCE COMPETITIVE INTELIGENCE ABUNDANT CAPITAL ACCESS Estimated volume of funds raised by CFPs worldwide 1.5B 2.7B 5.1B 2011 2012 2013
  29. 29. SCARCE RESOURCE SHARING ATOMIZED AND ISOLATED “CONSUMER” GROUPS REDUNDANT PRODUCTS AND SERVICES UNDERUTILIZED ASSETS & LATENT CAPACITY
  30. 30. SCARCE COMPETITIVE INTELIGENCE ABUNDANT RESOURCE SHARING 92M Americans participating in the sharing economy in 2013
  31. 31. SCARCE COMPETITIVE INTELIGENCE ABUNDANT RESOURCE SHARING $3.5B P2P revenue generated by the sharing economy in 2013
  32. 32. SCARCE MEANS OF PRODUCTION CONTROLLED AND CONSOLIDATED PRODUCTION MEANS COSTLY PRODUCTION SYSTEMS HIGH SPECIALIZATION REQUIREMENTS
  33. 33. SCARCE COMPETITIVE INTELIGENCE ABUNDANT MEANS OF PRODUCTION Lamp created with the MakerBot Replicator 2 Butterfly Labs BitCoin Miner
  34. 34. SCARCE TECHNOLOGY DISRUPTIONS PREDICTABLE CONSUMERS CONVENTIONAL COMPETITORS STRATEGIC PLANNING LEAD TIME
  35. 35. SCARCE COMPETITIVE INTELIGENCE ABUNDANT TECHNOLOGY DISRUPTIONS SMARTPHONE RADIO INTERNET COLOR TV MICROWAVE CELL PHONE REFRIGERATOR HOME COMPUTER ELECTRIC POWER AUTOMOBILE CLOTHES WASHER STOVE TELEPHONE 10 20 30 40 50 60 70 Years to penetration of US Households 0-50% 51-80%
  36. 36. COMMODITIZATION
  37. 37. CONSUMER BRAND RETAILER DISINTERMEDIATION
  38. 38. PC MARKET DISINTERMEDIATION
  39. 39. DISINTERMEDIATION DEMAND SUPPLY GATEKEEPERS
  40. 40. DISINTERMEDIATION DEMAND GATEKEEPERS SUPPLYFACILITATORS
  41. 41. DISINTERMEDIATION THE LODGING MARKET OWNERS AND RENTERS
  42. 42. DISINTERMEDIATION BUYERS SELLERS
  43. 43. OBSOLESCENCE
  44. 44. COMMUNICATIONS ALONE CANNOT SOLVE THESE PROBLEMS
  45. 45. INNOVATION WHAT TECHNOLOGY WANTS FROM PLANNING IS
  46. 46. Dawn of the Abundance Paradigm: Library of Congress microfilms more than three million pages of books and manuscripts OUR ACCELERATING INNOVATION OBSESSION
  47. 47. 50
  48. 48. 2013: YEAR OF THE INNOVATION LION
  49. 49. Innovation in this country is somewhere between dire straits and dead. -Max Levchin, Co-Founder PayPal “
  50. 50. If you look outside the computer and the internet,!there has been 40 years of stagnation. We are no longer moving faster. -Peter Thiel, Venture Capitalist, Co-Founder, PayPal “
  51. 51. 9% Portion of public and private companies engaged in either product or service innovation between 2006 and 2008 National Science Foundation, Business R&D and Innovation Survey Report, 2010
  52. 52. There's growing evidence that the innovation shortfall of the past decade is not only real but may also have contributed to today's financial crisis. -Michael Mandel, Chief Economic Strategist, Progressive Policy Institute, Former Chief Economist of Businessweek “
  53. 53. PLANNING CAN AND MUST BECOME A DRIVING FORCE OF INNOVATION
  54. 54. HOW TO DO IT THE 10 LENSES OF INNOVATION PLANNING
  55. 55. THE 10 LENSES OF INNOVATION PLANNING C O N F I G U R A T I O N BUSINESS MODEL NETWORK STRUCTURE PROCESS PRODUCT PERFORMANCE PRODUCT SYSTEM SERVICE CHANNEL BRAND ENGAGEMENT O F F E R I N G E X P E R I E N C E
  56. 56. THE BUSINESS MODEL LENS INTERROGATE THE BUSINESS MODEL Percent of CEO emphasis allocated to each innovation type Products & Services Process & Operations Business Model 50 40 30 20 10
  57. 57. THE BUSINESS MODEL LENS INTERROGATE THE BUSINESS MODEL Products & Services Process & Operations Business Model 6 4 3 2 1 Percent operating margin growth in excess of competitors 5
  58. 58. THE BUSINESS MODEL LENS INTERROGATE THE BUSINESS MODEL KEY PARTNERS KEY ACTIVITIES KEY RESOURCES CUSTOMER RELATIONSHIPS CHANNELS VALUE PROPOSITIONS CUSTOMER SEGMENTS COST STRUCTURE REVENUE STREAMS
  59. 59. THE BUSINESS MODEL LENS THE LUXURY EYEWEAR CATEGORY MODEL KEY PARTNERS CONSOLIDATED DESIGN, MANUFACTURING, AND DISTRIBUTION COMPANIES LIKE SAFILO GROUP KEY ACTIVITIES OUTSOURCING, LICENSING, MARKETING KEY RESOURCES BRAND EQUITY CUSTOMER RELATIONSHIPS ALWAYS LOOKING FOR THE NEXT BEST THING CHANNELS OPTICAL SHOPS AND LUXURY RETAIL VALUE PROPOSITIONS BRAND PRESTIGE AND DESIGN VALUE THAT JUSTIFY A PREMIUM PRICE POINT CUSTOMER SEGMENTS TRADITIONAL AFFLUENT, CROSS- CATEGORY LUXURY CONSUMERS COST STRUCTURE ADVERTISING AND MARKETING COSTS REVENUE STREAMS LICENSING REVENUE
  60. 60. THE BUSINESS MODEL LENS WARBY PARKER KEY PARTNERS CONSOLIDATED DESIGN, MANUFACTURING, AND DISTRIBUTION COMPANIES LIKE SAFILO GROUP KEY ACTIVITIES OUTSOURCING, LICENSING, MARKETING KEY RESOURCES BRAND EQUITY CUSTOMER RELATIONSHIPS ALWAYS LOOKING FOR THE NEXT BEST THING CHANNELS OPTICAL SHOPS AND LUXURY RETAIL VALUE PROPOSITIONS BRAND PRESTIGE AND DESIGN VALUE THAT JUSTIFY A PREMIUM PRICE POINT CUSTOMER SEGMENTS TRADITIONAL AFFLUENT, CROSS- CATEGORY LUXURY CONSUMERS COST STRUCTURE ADVERTISING AND MARKETING COSTS REVENUE STREAMS LICENSING REVENUE
  61. 61. THE BUSINESS MODEL LENS WARBY PARKER KEY PARTNERS CONSOLIDATED DESIGN, MANUFACTURING, AND DISTRIBUTION COMPANIES LIKE SAFILO GROUP KEY ACTIVITIES OUTSOURCING, LICENSING, MARKETING KEY RESOURCES BRAND EQUITY CUSTOMER RELATIONSHIPS ALWAYS LOOKING FOR THE NEXT BEST THING CHANNELS OPTICAL SHOPS AND LUXURY RETAIL VALUE PROPOSITIONS STATUS, PRESTIGE, AND DESIGN THAT JUSTIFY A PREMIUM PRICE POINT CUSTOMER SEGMENTS TRADITIONAL AFFLUENT, CROSS- CATEGORY LUXURY CONSUMERS COST STRUCTURE ADVERTISING AND MARKETING COSTS REVENUE STREAMS LICENSING REVENUE VALUE PROPOSITIONS BOUTIQUE QUALITY EYEWEAR AT A REVOLUTIONARY PRICE POINT
  62. 62. THE BUSINESS MODEL LENS WARBY PARKER KEY PARTNERS MANUFACTURING COMPANY KEY ACTIVITIES OUTSOURCING, LICENSING, MARKETING KEY RESOURCES BRAND EQUITY CUSTOMER RELATIONSHIPS ALWAYS LOOKING FOR THE NEXT BEST THING CHANNELS OPTICAL SHOPS AND LUXURY RETAIL VALUE PROPOSITIONS STATUS, PRESTIGE, AND DESIGN THAT JUSTIFY A PREMIUM PRICE POINT CUSTOMER SEGMENTS TRADITIONAL AFFLUENT, CROSS- CATEGORY LUXURY CONSUMERS COST STRUCTURE ADVERTISING AND MARKETING COSTS REVENUE STREAMS LICENSING REVENUE VALUE PROPOSITIONS BOUTIQUE QUALITY EYEWEAR AT A REVOLUTIONARY PRICE POINT
  63. 63. THE BUSINESS MODEL LENS WARBY PARKER KEY PARTNERS MANUFACTURING COMPANY KEY ACTIVITIES DESIGN, DISTRIBUTION, MARKETING KEY RESOURCES BRAND EQUITY CUSTOMER RELATIONSHIPS ALWAYS LOOKING FOR THE NEXT BEST THING CHANNELS OPTICAL SHOPS AND LUXURY RETAIL VALUE PROPOSITIONS STATUS, PRESTIGE, AND DESIGN THAT JUSTIFY A PREMIUM PRICE POINT CUSTOMER SEGMENTS TRADITIONAL AFFLUENT, CROSS- CATEGORY LUXURY CONSUMERS COST STRUCTURE ADVERTISING AND MARKETING COSTS REVENUE STREAMS LICENSING REVENUE VALUE PROPOSITIONS BOUTIQUE QUALITY EYEWEAR AT A REVOLUTIONARY PRICE POINT
  64. 64. THE BUSINESS MODEL LENS WARBY PARKER KEY PARTNERS MANUFACTURING COMPANY KEY ACTIVITIES DESIGN, DISTRIBUTION, MARKETING KEY RESOURCES DESIGN CAPABILITY CUSTOMER RELATIONSHIPS ALWAYS LOOKING FOR THE NEXT BEST THING CHANNELS OPTICAL SHOPS AND LUXURY RETAIL VALUE PROPOSITIONS STATUS, PRESTIGE, AND DESIGN THAT JUSTIFY A PREMIUM PRICE POINT CUSTOMER SEGMENTS TRADITIONAL AFFLUENT, CROSS- CATEGORY LUXURY CONSUMERS COST STRUCTURE ADVERTISING AND MARKETING COSTS REVENUE STREAMS LICENSING REVENUE VALUE PROPOSITIONS BOUTIQUE QUALITY EYEWEAR AT A REVOLUTIONARY PRICE POINT
  65. 65. THE BUSINESS MODEL LENS WARBY PARKER KEY PARTNERS MANUFACTURING COMPANY KEY ACTIVITIES DESIGN, DISTRIBUTION, MARKETING CUSTOMER RELATIONSHIPS ALWAYS LOOKING FOR THE NEXT BEST THING CHANNELS ONLINE AND OFFLINE STOREFRONTS VALUE PROPOSITIONS STATUS, PRESTIGE, AND DESIGN THAT JUSTIFY A PREMIUM PRICE POINT CUSTOMER SEGMENTS TRADITIONAL AFFLUENT, CROSS- CATEGORY LUXURY CONSUMERS COST STRUCTURE ADVERTISING AND MARKETING COSTS REVENUE STREAMS LICENSING REVENUE VALUE PROPOSITIONS BOUTIQUE QUALITY EYEWEAR AT A REVOLUTIONARY PRICE POINTKEY RESOURCES DESIGN CAPABILITY
  66. 66. VALUE PROPOSITIONS BOUTIQUE QUALITY EYEWEAR AT A REVOLUTIONARY PRICE POINT THE BUSINESS MODEL LENS WARBY PARKER KEY PARTNERS MANUFACTURING COMPANY KEY ACTIVITIES DESIGN, DISTRIBUTION, MARKETING CUSTOMER RELATIONSHIPS ALWAYS LOOKING FOR THE NEXT BEST THING CHANNELS ONLINE AND OFFLINE STOREFRONTS CUSTOMER SEGMENTS TRADITIONAL AFFLUENT, CROSS- CATEGORY LUXURY CONSUMERS COST STRUCTURE DESIGN, DISTRIBUTION, ECOMMERCE, MARKETING REVENUE STREAMS LICENSING REVENUE KEY RESOURCES DESIGN CAPABILITY
  67. 67. VALUE PROPOSITIONS BOUTIQUE QUALITY EYEWEAR AT A REVOLUTIONARY PRICE POINT THE BUSINESS MODEL LENS WARBY PARKER KEY PARTNERS MANUFACTURING COMPANY KEY ACTIVITIES DESIGN, DISTRIBUTION, MARKETING CUSTOMER RELATIONSHIPS ALWAYS LOOKING FOR THE NEXT BEST THING CHANNELS ONLINE AND OFFLINE STOREFRONTS CUSTOMER SEGMENTS LESS AFFLUENT CONSUMERS TRADING UP CONSUMPTION- CONSCIOUS LUXURY CONSUMERS TRADING OVER COST STRUCTURE DESIGN, DISTRIBUTION, ECOMMERCE, MARKETING REVENUE STREAMS LICENSING REVENUE KEY RESOURCES DESIGN CAPABILITY
  68. 68. VALUE PROPOSITIONS BOUTIQUE QUALITY EYEWEAR AT A REVOLUTIONARY PRICE POINT THE BUSINESS MODEL LENS WARBY PARKER KEY PARTNERS MANUFACTURING COMPANY KEY ACTIVITIES DESIGN, DISTRIBUTION, MARKETING CHANNELS ONLINE AND OFFLINE STOREFRONTS CUSTOMER SEGMENTS LESS AFFLUENT CONSUMERS TRADING UP CONSUMPTION- CONSCIOUS LUXURY CONSUMERS TRADING OVER COST STRUCTURE DESIGN, DISTRIBUTION, ECOMMERCE, MARKETING REVENUE STREAMS SALES KEY RESOURCES DESIGN CAPABILITY CUSTOMER RELATIONSHIPS ALWAYS LOOKING FOR THE NEXT BEST THING
  69. 69. VALUE PROPOSITIONS BOUTIQUE QUALITY EYEWEAR AT A REVOLUTIONARY PRICE POINT THE BUSINESS MODEL LENS WARBY PARKER KEY PARTNERS MANUFACTURING COMPANY KEY ACTIVITIES DESIGN, DISTRIBUTION, MARKETING CHANNELS ONLINE AND OFFLINE STOREFRONTS CUSTOMER SEGMENTS LESS AFFLUENT CONSUMERS TRADING UP CONSUMPTION- CONSCIOUS LUXURY CONSUMERS TRADING OVER COST STRUCTURE DESIGN, DISTRIBUTION, ECOMMERCE, MARKETING REVENUE STREAMS SALES KEY RESOURCES DESIGN CAPABILITY CUSTOMER RELATIONSHIPS LOYALTY AND BRAND ADVOCACY
  70. 70. BRAND THE NETWORK LENS REFRAME YOUR CUSTOMERS AS A DATA-GENERATING NETWORK COMMUNICATION AND ENGAGEMENT USER SEGMENTS
  71. 71. BRAND BRAND COMMUNICATION AND ENGAGEMENT DATA CAPTURE AND PRODUCTIZATION USER SEGMENTS DATA-GENERATING USER NETWORK THE NETWORK LENS REFRAME YOUR CUSTOMERS AS A DATA-GENERATING NETWORK
  72. 72. Facebook has a social graph, Foursquare has a location graph, and Twitter has an interest graph. American Express has a spend graph. “ -Ed Gilligan, President, AmEx
  73. 73. THE PRODUCT SYSTEM LENS CREATE A PURPOSE-DRIVEN ECOSYSTEM Making commerce easier, safer, and more rewarding
  74. 74. Making commerce easier, safer, and more rewarding Card products as data sensors
  75. 75. Making commerce easier, safer, and more rewarding Card products as data sensors Data-driven commerce services layer Data Inputs Data Inputs
  76. 76. Making commerce easier, safer, and more rewarding Card products as data sensors Data-driven commerce services layer Prospect Marketing layer Services Demo and Trial Data Inputs Services Demo and Trial Data Inputs
  77. 77. ProspectsMaking commerce easier, safer, and more rewarding Card products as data sensors Data-driven commerce services layer Prospect Marketing layer Services Demo and Trial Data Inputs Services Demo and Trial Data Inputs
  78. 78. THE SERVICE LENS REDUCE THE FRICTION IN YOUR SYSTEM SUBTRACTIVE CUSTOMER SERVICE UNDERSTAND YOUR USER’S MINDSET REMOVE BARRIERS TO ENGAGEMENT REDUCE YOUR EXPERIENCE TO ITS CORE
  79. 79. THE SERVICE LENS REDUCE THE FRICTION IN YOUR SYSTEM
  80. 80. THE CHANNEL LENS DESIGN FOR THE EDGE QUANTIFIES THE SIZE OF THE SEGMENT IDENTIFIES BEHAVIORAL AND PERCEPTION SHIFTS THAT WILL MOTIVATE PURCHASE DESCRIBES THE SEGMENT AS THE AVERAGE ATTRIBUTES OF ITS MEMBERS CONVENTIONAL SEGMENTATIONMARKET SEGMENT
  81. 81. THE CHANNEL LENS DESIGN FOR THE EDGE EDGE CASE PERSONASMARKET SEGMENT CORRESPONDS TO SPECIFIC INDIVIDUALS WITHIN THE SEGMENT IDENTIFIES FRINGE BEHAVIORS THAT CAN INSPIRE UNCONVENTIONAL DESIGN SOLUTIONS SERVES AS A STRESS TEST OF THE SYSTEM’S FUNCTIONALITY
  82. 82. THE BRAND LENS FIND THE FUNCTIONAL WHITESPACE PAST ACHIEVEMENTS Experience Levels Performance Endorsements Relationship-based Networks Practical Career Goals FUTURE AMBITIONS Transferrable Skills Values and Beliefs A"nity-based Networks Aspirational Career Goals DEMOGRAPHIC TARGETING PSYCHOGRAPHIC TARGETING
  83. 83. THE ENGAGEMENT LENS TURN INSIGHT INTO DURABLE EXPERIENCES, NOT DISPOSABLE ADS
  84. 84. Technology is a word that describes something that doesn't work yet. -Bran Ferren, CCO, Applied Minds and Former President of R&D, Walt Disney Imagineering “
  85. 85. TECHNOLOGY IS NOT INNOVATION
  86. 86. INNOVATION IS NOT TECHNOLOGY
  87. 87. INNOVATION IS INFLUENCE
  88. 88. INNOVATION IS INFLUENCE
  89. 89. TECHNOLOGICAL CHANGE CULTURAL CHANGE POLITICAL CHANGE BUSINESS CHANGE INFLUENTIAL INNOVATION
  90. 90. INNOVATION IS NOT STRATEGY
  91. 91. STRATEGY IS ABOUT DIRECTION INNOVATION IS ABOUT POSSIBILITY
  92. 92. THANK YOU

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