Interaction
South America
Brazil / Nov. 13-16 2013

Arne van Oosterom
@DesignThinkers
why do I do what I do?
We have to
humanize
organisations
we are a community of entrepreneurs
UK since 2011
USA since 2010

Spain since 2013

Netherlands since 2007
Germany since 2011

China since 2013

Israel since ...
we are a global multidisciplinary team of freethinkers
We are featured in
many international
publications.

We are co-author of
the award winning
book This is Service
Design Thi...
new organisational model
we created our serendipity machine
new businessmodel
new consultancy
When you want to
differentiate your
organisation you’ll
have to build a
different organisation.
so that’s me...
case-studies are only about
outcomes and never about
what realy happened...
You learn to DO stuff by... DOING stuff
anyway....
I don’t know who you are
People have biases and heuristics
value co-creation
I have some questions for you
what is really important to you?
what is really really really important to you?
Health & Happiness
what’s more important?
Does you company focus on making
you happy & keeping you healthy?
Does you company focus on making
the people you love happy & healthy?
Does you company focus on making
their customers happy & healthy?
Why Not?
What is more important?
Better society?
Better future?
Planet?
Money?
What is money for?
Healthcare and/or
happiness is the
core-business of all
organizations.
Most of them are
just very bad at it
A Bank
... and trust
Create a radically new offering and
you can differentiate yourself... be
value driven

opportunity
An Insurance Company

... and the “fine print”
opportunity

Understanding what people are trying to do, and invest in
understanding and helping existing customers reach
...
A Hospital

... and not being empathetic
opportunity

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

And “being so big, simply surviving
takes up all your time and energy”
Build a culture of trust to allow people to collaborate in multidisciplinary
teams, interact with real customers and devel...
A Foodstuff Company

and slowly poisoning your own customers
Developing small, local solutions by local teams, but
globally connected by shared values and vision.

opportunity
a Telco

and seeing your customer as your enemy
a Telco
there is room for a brand that walks the talk, a brand
people trust, no contracts aimed to lock you in,
simple, pa...
So what is
the problem?
What all these companies share:

Silo’s make them inflexible
Risk-averse culture
Employees feel powerless
No shared values ...
What all these companies share:

Silo’s make them inflexible
Risk-averse culture
Employees feel powerless
No shared values ...
What all these companies share:

Silo’s make them inflexible
Risk-averse culture
Employees feel powerless
No shared values ...
What all these companies share:

Silo’s make them inflexible
Risk-averse culture
Employees feel powerless
No shared values ...
What all these companies share:

Silo’s make them inflexible
Risk-averse culture
Employees feel powerless
No shared values ...
What all these companies share:

Silo’s make them inflexible
Risk-averse culture
Employees feel powerless
No shared values ...
What all these companies share:

Silo’s make them inflexible
Risk-averse culture
Employees feel powerless
No shared values ...
What all these companies share:

Silo’s make them inflexible
Risk-averse culture
Employees feel powerless
No shared values ...
What all these companies share:

Silo’s make them inflexible
Risk-averse culture
Employees feel powerless
No shared values ...
We have an
opportunity to make
a real change.
How can you make a
difference?
By challenging ourselves
Not sticking to our mistakes
Questioning ourselves
Learn to Unlearn
Look at the bigger picture
Design Thinking enables
you to zoom-in-and-out
Design Thinking allows you to ask
questions, unpack systems, see
context, try experiment and learn
from making mistakes an...
Design Thinking supports the
multi-dimensional person you are
Design Thinking empowers the
generalist inside of you
Design Thinking builds empathy
We need to humanize organisations
Because ultimately
business is or should be
about creating value with
people and for people.
Interaction South America 2013 / Arne van Oosterom
Interaction South America 2013 / Arne van Oosterom
Interaction South America 2013 / Arne van Oosterom
Interaction South America 2013 / Arne van Oosterom
Interaction South America 2013 / Arne van Oosterom
Interaction South America 2013 / Arne van Oosterom
Interaction South America 2013 / Arne van Oosterom
Interaction South America 2013 / Arne van Oosterom
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Interaction South America 2013 / Arne van Oosterom

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

Published in: Design, Business, Technology

Interaction South America 2013 / Arne van Oosterom

  1. 1. Interaction South America Brazil / Nov. 13-16 2013 Arne van Oosterom
  2. 2. @DesignThinkers
  3. 3. why do I do what I do?
  4. 4. We have to humanize organisations
  5. 5. we are a community of entrepreneurs
  6. 6. UK since 2011 USA since 2010 Spain since 2013 Netherlands since 2007 Germany since 2011 China since 2013 Israel since 2012 Singapore since 2012 Brazil since 2012 Chile since 2010 * Developing Established Partners Uruguay since 2013 Argentina since 2013 Australia since 2013
  7. 7. we are a global multidisciplinary team of freethinkers
  8. 8. We are featured in many international publications. We are co-author of the award winning book This is Service Design Thinking.
  9. 9. new organisational model
  10. 10. we created our serendipity machine
  11. 11. new businessmodel
  12. 12. new consultancy
  13. 13. When you want to differentiate your organisation you’ll have to build a different organisation.
  14. 14. so that’s me...
  15. 15. case-studies are only about outcomes and never about what realy happened...
  16. 16. You learn to DO stuff by... DOING stuff
  17. 17. anyway....
  18. 18. I don’t know who you are
  19. 19. People have biases and heuristics
  20. 20. value co-creation
  21. 21. I have some questions for you
  22. 22. what is really important to you?
  23. 23. what is really really really important to you?
  24. 24. Health & Happiness
  25. 25. what’s more important?
  26. 26. Does you company focus on making you happy & keeping you healthy?
  27. 27. Does you company focus on making the people you love happy & healthy?
  28. 28. Does you company focus on making their customers happy & healthy?
  29. 29. Why Not?
  30. 30. What is more important?
  31. 31. Better society?
  32. 32. Better future?
  33. 33. Planet?
  34. 34. Money?
  35. 35. What is money for?
  36. 36. Healthcare and/or happiness is the core-business of all organizations.
  37. 37. Most of them are just very bad at it
  38. 38. A Bank ... and trust
  39. 39. Create a radically new offering and you can differentiate yourself... be value driven opportunity
  40. 40. An Insurance Company ... and the “fine print”
  41. 41. opportunity 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.
  42. 42. A Hospital ... and not being empathetic
  43. 43. opportunity Developing truly human centered health services for people is an wide open and empty space…
  44. 44. A Consumer Electronics Company And “being so big, simply surviving takes up all your time and energy”
  45. 45. 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. opportunity
  46. 46. A Foodstuff Company and slowly poisoning your own customers
  47. 47. Developing small, local solutions by local teams, but globally connected by shared values and vision. opportunity
  48. 48. a Telco and seeing your customer as your enemy
  49. 49. a Telco 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
  50. 50. So what is the problem?
  51. 51. What all these companies share: Silo’s make them inflexible Risk-averse culture Employees feel powerless No shared values and vision KPI’s and incentives are not customer centric Linear mindset Short-term thinking No real sense of urgency They are competing in a sea of sameness
  52. 52. What all these companies share: Silo’s make them inflexible Risk-averse culture Employees feel powerless No shared values and vision KPI’s and incentives are not customer centric Linear mindset Short-term thinking No real sense of urgency They are competing in a sea of sameness
  53. 53. What all these companies share: Silo’s make them inflexible Risk-averse culture Employees feel powerless No shared values and vision KPI’s and incentives are not customer centric Linear mindset Short-term thinking No real sense of urgency They are competing in a sea of sameness
  54. 54. What all these companies share: Silo’s make them inflexible Risk-averse culture Employees feel powerless No shared values and vision KPI’s and incentives are not customer centric Linear mindset Short-term thinking No real sense of urgency They are competing in a sea of sameness
  55. 55. What all these companies share: Silo’s make them inflexible Risk-averse culture Employees feel powerless No shared values and vision KPI’s and incentives are not customer centric Linear mindset Short-term thinking No real sense of urgency They are competing in a sea of sameness
  56. 56. What all these companies share: Silo’s make them inflexible Risk-averse culture Employees feel powerless No shared values and vision KPI’s and incentives are not customer centric Linear mindset Short-term thinking No real sense of urgency They are competing in a sea of sameness
  57. 57. What all these companies share: Silo’s make them inflexible Risk-averse culture Employees feel powerless No shared values and vision KPI’s and incentives are not customer centric Linear mindset Short-term thinking No real sense of urgency They are competing in a sea of sameness
  58. 58. What all these companies share: Silo’s make them inflexible Risk-averse culture Employees feel powerless No shared values and vision KPI’s and incentives are not customer centric Linear mindset Short-term thinking No real sense of urgency They are competing in a sea of sameness
  59. 59. What all these companies share: Silo’s make them inflexible Risk-averse culture Employees feel powerless No shared values and vision KPI’s and incentives are not customer centric Linear and short-term mindset Short-term thinking No real sense of urgency They are competing in a sea of sameness
  60. 60. We have an opportunity to make a real change.
  61. 61. How can you make a difference?
  62. 62. By challenging ourselves
  63. 63. Not sticking to our mistakes
  64. 64. Questioning ourselves
  65. 65. Learn to Unlearn
  66. 66. Look at the bigger picture
  67. 67. Design Thinking enables you to zoom-in-and-out
  68. 68. Design Thinking allows you to ask questions, unpack systems, see context, try experiment and learn from making mistakes and make better decisions
  69. 69. Design Thinking supports the multi-dimensional person you are
  70. 70. Design Thinking empowers the generalist inside of you
  71. 71. Design Thinking builds empathy
  72. 72. We need to humanize organisations
  73. 73. Because ultimately business is or should be about creating value with people and for people.
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