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When service design meets the connected company
Culture map for
Evidence
How do we behave?
What is observable?
- how we work
together
- the language we use
- How we collaborate,
compete, create, and
control?
Levers
What are the “rules of
the game” (formal and
informal) that drive our
behavior?
- Who controls what
- How we make
decisions
- How we allocate
resources
- What we reward
- The spaces we work in
Values
What do we say that we
stand for? What do we
care about?
- Stated, public values
(What we say we
value)
- Unstated or
undiscussed values
(Values we
demonstrate by our
actions)
Assumptions
What do we believe
about the world, and
how it works?
What is the reasoning
behind the values?
© 2013, Dave Gray. Liminl LLC
63
Evidence
How do we behave?
What is observable?
- how we work
together
- the language we use
- How we collaborate,
compete, create, and
control?
Levers
What are the “rules of
the game” (formal and
informal) that drive our
behavior?
- Who controls what
- How we make
decisions
- How we allocate
resources
- What we reward
- The spaces we work in
Values
What do we say that we
stand for? What do we
care about?
- Stated, public values
(What we say we
value)
- Unstated or
undiscussed values
(Values we
demonstrate by our
actions)
Assumptions
What do we believe
about the world, and
how it works?
What is the reasoning
behind the values?
Collaboration
Fast,flexible
decision
making
Flat,
networked
organization
Passionfor
innovation
Wevalue
diversity
Wevalue
people
Respectthe
individual
Culture map for Nokia
64
Evidence
How do we behave?
What is observable?
- how we work
together
- the language we use
- How we collaborate,
compete, create, and
control?
Levers
What are the “rules of
the game” (formal and
informal) that drive our
behavior?
- Who controls what
- How we make
decisions
- How we allocate
resources
- What we reward
- The spaces we work in
Values
What do we say that we
stand for? What do we
care about?
- Stated, public values
(What we say we
value)
- Unstated or
undiscussed values
(Values we
demonstrate by our
actions)
Assumptions
What do we believe
about the world, and
how it works?
What is the reasoning
behind the values?
Passionfor
innovation
Culture map for Nokia
65
Evidence
How do we behave?
What is observable?
- how we work
together
- the language we use
- How we collaborate,
compete, create, and
control?
Levers
What are the “rules of
the game” (formal and
informal) that drive our
behavior?
- Who controls what
- How we make
decisions
- How we allocate
resources
- What we reward
- The spaces we work in
Values
What do we say that we
stand for? What do we
care about?
- Stated, public values
(What we say we
value)
- Unstated or
undiscussed values
(Values we
demonstrate by our
actions)
Assumptions
What do we believe
about the world, and
how it works?
What is the reasoning
behind the values?
Weinnovate
butdon’t
launch
much
Passionfor
innovation
Culture map for Nokia
66
Evidence
How do we behave?
What is observable?
- how we work
together
- the language we use
- How we collaborate,
compete, create, and
control?
Levers
What are the “rules of
the game” (formal and
informal) that drive our
behavior?
- Who controls what
- How we make
decisions
- How we allocate
resources
- What we reward
- The spaces we work in
Values
What do we say that we
stand for? What do we
care about?
- Stated, public values
(What we say we
value)
- Unstated or
undiscussed values
(Values we
demonstrate by our
actions)
Assumptions
What do we believe
about the world, and
how it works?
What is the reasoning
behind the values?
Weinnovate
butdon’t
launch
much
Needlayers
ofapprovals
tolaunch
Many
brakes,few
accelerators
Passionfor
innovation
Culture map for Nokia
67
Evidence
How do we behave?
What is observable?
- how we work
together
- the language we use
- How we collaborate,
compete, create, and
control?
Levers
What are the “rules of
the game” (formal and
informal) that drive our
behavior?
- Who controls what
- How we make
decisions
- How we allocate
resources
- What we reward
- The spaces we work in
Values
What do we say that we
stand for? What do we
care about?
- Stated, public values
(What we say we
value)
- Unstated or
undiscussed values
(Values we
demonstrate by our
actions)
Assumptions
What do we believe
about the world, and
how it works?
What is the reasoning
behind the values?
Weinnovate
butdon’t
launch
much
Needlayers
ofapprovals
tolaunch
Wefearand
avoidrisk
Many
brakes,few
accelerators
Passionfor
innovation
Culture map for Nokia
68
Evidence
How do we behave?
What is observable?
- how we work
together
- the language we use
- How we collaborate,
compete, create, and
control?
Levers
What are the “rules of
the game” (formal and
informal) that drive our
behavior?
- Who controls what
- How we make
decisions
- How we allocate
resources
- What we reward
- The spaces we work in
Values
What do we say that we
stand for? What do we
care about?
- Stated, public values
(What we say we
value)
- Unstated or
undiscussed values
(Values we
demonstrate by our
actions)
Assumptions
What do we believe
about the world, and
how it works?
What is the reasoning
behind the values?
Weinnovate
butdon’t
launch
much
Needlayers
ofapprovals
tolaunch
Wefearand
avoidrisk
Most
innovations
fail
Experiments
arecostly
Noactionis
betterthan
wrong
action
Many
brakes,few
accelerators
Passionfor
innovation
Culture map for Nokia
69
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When service design meets the connected company

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  • 63. Culture map for Evidence How do we behave? What is observable? - how we work together - the language we use - How we collaborate, compete, create, and control? Levers What are the “rules of the game” (formal and informal) that drive our behavior? - Who controls what - How we make decisions - How we allocate resources - What we reward - The spaces we work in Values What do we say that we stand for? What do we care about? - Stated, public values (What we say we value) - Unstated or undiscussed values (Values we demonstrate by our actions) Assumptions What do we believe about the world, and how it works? What is the reasoning behind the values? © 2013, Dave Gray. Liminl LLC 63
  • 64. Evidence How do we behave? What is observable? - how we work together - the language we use - How we collaborate, compete, create, and control? Levers What are the “rules of the game” (formal and informal) that drive our behavior? - Who controls what - How we make decisions - How we allocate resources - What we reward - The spaces we work in Values What do we say that we stand for? What do we care about? - Stated, public values (What we say we value) - Unstated or undiscussed values (Values we demonstrate by our actions) Assumptions What do we believe about the world, and how it works? What is the reasoning behind the values? Collaboration Fast,flexible decision making Flat, networked organization Passionfor innovation Wevalue diversity Wevalue people Respectthe individual Culture map for Nokia 64
  • 65. Evidence How do we behave? What is observable? - how we work together - the language we use - How we collaborate, compete, create, and control? Levers What are the “rules of the game” (formal and informal) that drive our behavior? - Who controls what - How we make decisions - How we allocate resources - What we reward - The spaces we work in Values What do we say that we stand for? What do we care about? - Stated, public values (What we say we value) - Unstated or undiscussed values (Values we demonstrate by our actions) Assumptions What do we believe about the world, and how it works? What is the reasoning behind the values? Passionfor innovation Culture map for Nokia 65
  • 66. Evidence How do we behave? What is observable? - how we work together - the language we use - How we collaborate, compete, create, and control? Levers What are the “rules of the game” (formal and informal) that drive our behavior? - Who controls what - How we make decisions - How we allocate resources - What we reward - The spaces we work in Values What do we say that we stand for? What do we care about? - Stated, public values (What we say we value) - Unstated or undiscussed values (Values we demonstrate by our actions) Assumptions What do we believe about the world, and how it works? What is the reasoning behind the values? Weinnovate butdon’t launch much Passionfor innovation Culture map for Nokia 66
  • 67. Evidence How do we behave? What is observable? - how we work together - the language we use - How we collaborate, compete, create, and control? Levers What are the “rules of the game” (formal and informal) that drive our behavior? - Who controls what - How we make decisions - How we allocate resources - What we reward - The spaces we work in Values What do we say that we stand for? What do we care about? - Stated, public values (What we say we value) - Unstated or undiscussed values (Values we demonstrate by our actions) Assumptions What do we believe about the world, and how it works? What is the reasoning behind the values? Weinnovate butdon’t launch much Needlayers ofapprovals tolaunch Many brakes,few accelerators Passionfor innovation Culture map for Nokia 67
  • 68. Evidence How do we behave? What is observable? - how we work together - the language we use - How we collaborate, compete, create, and control? Levers What are the “rules of the game” (formal and informal) that drive our behavior? - Who controls what - How we make decisions - How we allocate resources - What we reward - The spaces we work in Values What do we say that we stand for? What do we care about? - Stated, public values (What we say we value) - Unstated or undiscussed values (Values we demonstrate by our actions) Assumptions What do we believe about the world, and how it works? What is the reasoning behind the values? Weinnovate butdon’t launch much Needlayers ofapprovals tolaunch Wefearand avoidrisk Many brakes,few accelerators Passionfor innovation Culture map for Nokia 68
  • 69. Evidence How do we behave? What is observable? - how we work together - the language we use - How we collaborate, compete, create, and control? Levers What are the “rules of the game” (formal and informal) that drive our behavior? - Who controls what - How we make decisions - How we allocate resources - What we reward - The spaces we work in Values What do we say that we stand for? What do we care about? - Stated, public values (What we say we value) - Unstated or undiscussed values (Values we demonstrate by our actions) Assumptions What do we believe about the world, and how it works? What is the reasoning behind the values? Weinnovate butdon’t launch much Needlayers ofapprovals tolaunch Wefearand avoidrisk Most innovations fail Experiments arecostly Noactionis betterthan wrong action Many brakes,few accelerators Passionfor innovation Culture map for Nokia 69
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