designing branded enterprise experiences

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In service innovation projects complexities abound, both within the boundaries of the organization and outside of them: value chains have become value networks, target customers have contextual and situational preferences in their complex experience journeys, and interactions with the organization involve many channels and touch points. Customer centricity is a prerequisite but it requires various cross sections through the organization to cooperate smoothly.

In his keynote, Erik will discuss the glue that holds these complex processes together. On the basis of case studies from his service design consulting practice, and insights from his teaching at the Delft University of Technology, Erik will dive deeper into how to align various enterprise functions around a shared and actionable vision and towards a coherent and tangible end-result. He will show through analysis of these various cases that a shared, actionable, and congruent enterprise vision is of vital importance for innovation success, and can be steered and managed effectively.

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designing branded enterprise experiences

  1. 1. intersection conference | april 16th 2014 | erik roscam abbing | zilver innovation |TU delft designing branded enterprise experiences
  2. 2. statement1 weallwantexperiences thatare innovative seamless crosschannel unique relevant andthatmakeusheapsofmoney
  3. 3. innovation = coherence statement2
  4. 4. coherence = the enterprise brand statement3
  5. 5. the enterprise brand = a construct that functions as foundation for sustainable growth if you build it well statement4
  6. 6. that crazy little thing called! ! “brand”
  7. 7. branding = building a coherent vision on the relationship an organization aspires to have with its stakeholders so…
  8. 8. so that’s branding. okay…
  9. 9. innovation = coherence & convergence
  10. 10. the aesthetics of innovation :-)
  11. 11. WTF?
  12. 12. What organizations need is not more ideas. soseriously….
  13. 13. abundance of ideas
  14. 14. “Spending more on R&D won’t drive results.The most crucial factors for successful innovation are strategic alignment and a culture that supports innovation..” “Companies with both highly aligned innovation cultures and highly aligned innovation strategies have 30 percent higher enterprise value growth and 17 percent higher profit growth than companies with lower degrees of alignment.”
  15. 15. enterpriseproblems are often: open ! complex ! dynamic ! networked ! ! they have fuzzy or no boundaries ! many elements that are related to each other ! constantly changing ! many interdependencies between stakeholders after Kees Dorst 2013
  16. 16. What organizations need is not more ideas. soseriously….
  17. 17. What they need is the rigor, focus and structure that helps them kill the bad ideas and grow the good ones but…
  18. 18. What they need is coherence yes!
  19. 19. coherence = the enterprise brand
  20. 20. branding = building a coherent vision on the relationship an organization aspires to have with its stakeholders remember?
  21. 21. the outside worldthe inside world
  22. 22. the outside worldthe inside world design implement research sense making sense making focus
  23. 23. the outside worldthe inside world design implement research sense making sense making focus
  24. 24. internal drivers for change the customer
  25. 25. the enterprise external drivers for change
  26. 26. the enterprise the customer
  27. 27. viability feasibility desirability
  28. 28. viability feasibility will they want it?
  29. 29. feasibility will they want it? will we make money?
  30. 30. will they want it? will we make money? can we make it?
  31. 31. what’s missing?
  32. 32. should WE do it?
  33. 33. does it match our BRAND?
  34. 34. if we use branding for coherence innovation becomes more intrinsic,organic,authentic so…
  35. 35. building brands as foundation for experience design
  36. 36. Roscam Abbing & Smulders, Advanced design methods for successful innovation, Design United, September 2013
  37. 37. let brands emerge from experience design processes and let them infuse experience design processes buildingbrands
  38. 38. using service design tools to build a coherent enterprise brand while developing experience innovations finally icon by dean robert smith the noun project
  39. 39. give your internal stakeholders insight and involvement in your design research tools
  40. 40. share you primary data with your internal stakeholders
  41. 41. take internal stakeholders with you on home interviews
  42. 42. don’t generate insights for your internal stakeholders but with your them
  43. 43. build personas that are not only inspiring but that can be validated and weighted
  44. 44. integrate existing customer metrics into customer journeys to get the left brainers on board ;-)
  45. 45. create principles that lead to clear and measurable value for company and customer
  46. 46. focus on those touch points where there’s opportunity for relevant differentiation
  47. 47. role playing atVirgin Mobile’s Manilla call center. Proto Partners / Zilver project
  48. 48. www.zilverinnovation.com www.branddriveninnovation.com www.7daysinmylife.com www.designthenewbusiness.com erik@zilverinnovation.com @roscamabbing

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