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Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
Future Perfect — MX Conference 2013
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Future Perfect — MX Conference 2013

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The community of MX has spent nearly a decade clawing, climbing, and defining a space for managing and leading great experiences within an organization. It’s time to think forward and lay tracks …

The community of MX has spent nearly a decade clawing, climbing, and defining a space for managing and leading great experiences within an organization. It’s time to think forward and lay tracks towards the way great organizations embrace experience to serve people.

See the video here: http://vimeo.com/63914633

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  • 1. Future Perfect Brandon Schauer
  • 2. Let’s step back in time.
  • 3. eras of our work It began with simply making things work. Functioning How do we make and sell something? “User interface” Software designer
  • 4. eras of our work It expanded to making things work better. Functioning Fixing How do we make and sell something? How do we make things better, so we sell more of them? “User interface” “User friendly” Software designer Usability
  • 5. eras of our work And now it’s about finding new things. Functioning Fixing Finding How do we make and sell something? How do we make things better, so we sell more of them? How do we discover more things to sell? “User interface” “User friendly” “Design thinking” Software designer Usability Ethnography & Prototyping
  • 6. eras of our work It’s increasingly hard to apply the industrial past to the future. Functioning Fixing Finding 20th Century Solutions today 21st Century Problems
  • 7. eras of our work The 20th Century had a factory model, sell-a-product mentality. Functioning Fixing Finding 20th Century Mentality Manufacture Advertise Sell today
  • 8. eras of our work One that heightens anticipation only to end in disappointment. Functioning Fixing Finding 20th Century Mentality Manufacture Advertise today 21st Century Problems Sell Disappoint
  • 9. eras of our work Disappointment is only a symptom of bigger challenges. Functioning Fixing Finding 20th Century Mentality Manufacture Advertise Sell today 21st Century Problems PEOPLE PLANET PROFIT
  • 10. The purpose of a business isn’t to make a thing Manufacture Advertise today Sell PEOPLE PLANET PROFIT
  • 11. The purpose of a business isn’t to make a profit Manufacture Advertise today Sell PEOPLE PLANET PROFIT
  • 12. The purpose of a business is to have and serve a customer. Manufacture Advertise Sell today Serve PEOPLE PLANET PROFIT
  • 13. The purpose of a business is to have and serve a customer. Manufacture Advertise Sell today Serve PEOPLE Profit is a by-product of good service. PLANET PROFIT
  • 14. W-w-Whaaaaa?
  • 15. the downside of a profit mentality
  • 16. the downside of a profit mentality Maybe the great thing about mobile is there's no space or time for ads, so a business has to provide a valuable service to get attention.
  • 17. the upside of a service mentality Services are good for modern economies. 2012 U.S. Trade Deficit for Goods 2012 U.S. Trade Surplus for Services +$195.3 BLN -$735.3 BLN
  • 18. the upside of a service mentality To serve is experiential.
  • 19. the upside of a service mentality To serve is human.
  • 20. the upside of a service mentality To serve is human.
  • 21. the upside of a service mentality To serve is human. by Fra.Biancoshock
  • 22. the upside of a service mentality To serve is human. by Hikaru Imamura
  • 23. eras of our work Serving people is about organizations creating human experiences. Functioning Fixing Finding Human today SERVE THROUGH PEOPLE JOURNEYS TRANSFORM TO YOU & THEM
  • 24. Future Perfect “We will have...”
  • 25. future perfect We will have mastered planning for human experiences.
  • 26. future perfect We will have mastered planning for human experiences. If your only plan is the one handed down to you, you’re already behind.
  • 27. future perfect We will have mastered planning for human experiences. Next quarter Locked and happening M M M Next year Planned and managing Next 3 years Envisioned and leading Q Q Q Q Y Y Y M M M M Q Q Q M M M M Q Q Q M M M M Q Q Q Q Q Q
  • 28. future perfect We will have mastered planning for human experiences. at Google — “Each quarter individuals and teams document their objectives for the next 90 days and grade the goals they set 90 days earlier. In Q4 teams also set metagoals for the next year.” — Hunter Walk
  • 29. future perfect We will have mastered planning for human experiences. Next 3 years Envisioned and leading Twelve big moves to change everything. Y Y Y Q Q Q Q Q Q Q Q Q Q Q Q
  • 30. future perfect We will have mastered planning for human experiences. Twelve big moves to change everything. ★ ★ ★ ★ ★ ★ ★ ★ ★ ★ ★ ★
  • 31. future perfect Let me give you a start… Q 1. Build a Super Friends team. — Margaret Gould Stewart, MX 2008
  • 32. future perfect Let me give you a start… Q 2. Delegate your entire job. Grow others while creating room for your new job description, which you’ll be writing yourself.
  • 33. future perfect Let me give you a start… Q 3. Make a vision of the future. Research it. Shop it around. Disprove it. Improve it. It’s your next 9 moves.
  • 34. future perfect We will have mastered organizing for human experiences.
  • 35. future perfect We will have mastered organizing for human experiences. P&G solved this years ago with brands. Brand Man Neil McElroy ands by units. ipments of his br udy carefully sh 1. St e, examine it is progressiv heavy and where ng and try to velopment is ems to be clicki 2. Where brand de of effort that se arable. mbination ies that are comp carefully the co to other territor treatment appeal this same t: and: study the velopment is ligh history of the br 3. Where brand de and promotional umers–in order vertising dealers and cons a. Study past ad first hand–both ality at territory person be applied to t the trouble. a plan that can to find ou akness, develop to work out ng our we course not simply b. After uncoveri is necessary, of oposed can be spot. It ount of money pr this local sore sure that the am to be cost per case. the plan but also at a reasonable r whose produce results sion Manager unde expected to tail to the Divi and support for plan in de in his authority c. Outline this rritory is, obta weak te jurisdiction the carrying out tive action. ary material for the correc all other necess ile they are helps and with salesmen wh d. Prepare sales e districts. Work sure that there on th ry finish to be the plan. Pass is through to the ve Follow . getting started. e ation of the plan field studies ar own in sales oper is no letd and make whatever cted are necessary, records produced the expe e. Keep whatever her the plan has to determine whet necessary results. dual pieces of iticizing indivi not simply for cr ans for his onsibility, l printed word pl 4. Take full resp so for the genera , but al printed word copy brands. itures on his vertising expend for all other ad onsibility promotions). 5. Take full resp re displays and r’s note – in-sto brands (autho packaging) (author’s note –
  • 36. future perfect We will have mastered organizing for human experiences. P&G solved this years ago with brands. How soap is MADE was no longer as important as how it was MARKETED and how it was bought.
  • 37. future perfect We will have mastered organizing for human experiences. How things are MADE is no longer as important as how they’re EXPERIENCED. A manager for each experience, each journey?
  • 38. future perfect We will have mastered stories for human experiences.
  • 39. future perfect We will have mastered stories for human experiences. Rail Europe Experience Map Guiding Principles People choose rail travel because it is convenient, easy, and flexible. Rail booking is only one part of people’s larger travel process. People build their travel plans over time. People value service that is respectful, effective and personable. Customer Journey STAGES RAIL EUROPE Research & Planning Shopping Enter trips Research destinations, routes and products Destination pages Review fares Select pass(es) Confirm itinerary Post-Booking, Pre-Travel Delivery options Payment options Review & confirm Change plans Map itinerary (finding pass) Kayak, compare airfare Blogs & Travel sites THINKING FEELING place for site seeing and activities? • I’m excited to go to Europe! • Will I be able to see everything I can? • What if I can’t afford this? E-ticket Print at Station View maps Paper tickets arrive in mail Research hotels • I want to get the best price, but I’m willing to pay a little more for first class. • How much will my whole trip cost me? What are my trade-offs? • Are there other activities I can add to my plan? • It’s hard to trust Trip Advisor. Everyone is so negative. • Keeping track of all the different products • Do I have all the tickets, passes and reservations I need in this booking so I don’t pay more shipping? • Rail Europe is not answering the phone. How else can I get my question answered? • Website experience is easy and friendly! • Frustrated to not know sooner about which tickets are eTickets and which are paper tickets. Share experience Follow-up on refunds for booking changes Share photos Get stamp for refund Web Share experience (reviews) Buy additional tickets Print e-tickets at home Web • What is the easiest way to get around Europe? • Where do I want to go? • How much time should I/we spend in each Activities, unexpected changes Check ticket status May call if difficulties occur Google searches Post Travel Live chat for questions DOING Talk with friends Travel Wait for paper tickets to arrive Look up time tables raileurope.com Plan with interactive map Booking • Do I have everything I need? • Rail Europe website was easy and friendly, but Look up timetables web/ apps Arrange travel Plan/ confirm activities • I just figured we could grab a train but there are when an issue came up, I couldn’t get help. • What will I do if my tickets don’t arrive in time? not more trains. What can we do now? • Am I on the right train? If not, what next? • I want to make more travel plans. How do I do that? • Stressed that I’m about to leave the country • I am feeling vulnerable to be in an unknown place in and Rail Europe won’t answer the phone. • Frustrated that Rail Europe won’t ship tickets the middle of the night. • Stressed that the train won’t arrive on time for my Request refunds Mail tickets for refund • Trying to return ticket I was not able to use. Not sure if I’ll get a refund or not. • People are going to love these photos! • Next time, we will explore routes and availability more carefully. • Excited to share my vacation story with my friends. • A bit annoyed to be dealing with ticket refund
  • 40. future perfect We will have mastered stories for human experiences. Stories give meaning. Meaningfulness is why people perform. I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the Earth.
  • 41. I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the Earth.
  • 42. future perfect We will have mastered stories for human experiences. Stories inspire people. New words change culture. Narratives are sticky. Narratives are experiential. — See Made to Stick, Chip & Dane Heath
  • 43. future perfect We will have mastered stories for human experiences. Here’s my story...
  • 44. people aren’t data While it's possible to have more data and information on people than ever before, it's also easier and easier to treat them like a number and never really connect in a human way.
  • 45. make business human In 12 moves, we will have created human experiences by creating the systems and stories that produce them. ★ ★ ★ ★ ★ ★ ★ ★ ★ ★ ★ ★
  • 46. make business human In 12 moves, we will have created human experiences by creating the systems and stories that produce them. Human today SERVE THROUGH PEOPLE JOURNEYS TRANSFORM TO YOU & THEM
  • 47. Systems that serve people.
  • 48. Experiences that matter. by Hikaru Imamura
  • 49. Will your story, team, and system have the empathy and humanness in it to serve people through journeys to transform you and them? We all need it. So I hope you do.
  • 50. We all need it. So I hope you do. So feel free to share it: http:/ /shortlinks.adaptivepath.com/mx2013

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