Designing Convergence/Divergence

Slide 1: Tim Leberecht DESIGNING CONVERGENCE/DIVERGENCE Tim Leberecht - Die Macht des Design, Berlin April 21, 2008

Slide 2: ABOUT FROG DESIGN 2

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Slide 4: We are a strategic-creative consulting firm. We bring a unique combination of strategic and creative talent to help companies evolve, expand, and envision their business. Our rigorous yet unorthodox approach yields breakthrough innovation and a sustainable competitive edge. © 2007 frog design. Confidential & Proprietary. 4

Slide 5: + Aricent is the world’s leading independent communications and contract development firm. frog is an independently operated division of Aricent. Aricent was founded 15 years ago as Hughes Electronics and is owned by KKR and Sequoia Capital. The world’s first end-to-end innovation partnership, reaching from early-stage strategy to full product development and deployment. 5

Slide 6: GLOBAL NETWORK Seattle Stuttgart San Francisco New York Milan Austin San Jose Shanghai frog design studios 400 people / 32 nationalities / 39 years of global experience 6

Slide 7: WHAT WE DO We imagine the ideal – and make it real. frog’s integrated process of strategy and design helps Fortune 500 companies evolve, expand, and envision their businesses. EVOLVE EXPAND ENVISION We help our clients reinvigorate existing We help our clients identify key business We help our clients reinvent themselves, assets with newly-designed offerings opportunities and create additional products, calling upon intensive research and creative better tailored to the needs of the services, and strategies for expansion into facilitation to expose new industry, company, and consumer. new markets. strategic directions and untapped business potential. 7

Slide 8: CLIENTS SERVICES DEVICES ENABLERS MEDIA 8

Slide 9: 1. DESIGN IS DEAD 9

Slide 10: “Design, structurally seen, is absolutely void of usefulness.” 10

Slide 11: “I do feel ashamed for this…” 11

Slide 12: ZEIT: Monsieur Starck, you have designed everything, from toothbrush to spaceship. What do humans really need? Philippe Starck: The ability to love. Love is the most wonderful invention of mankind. And then, one needs intelligence. Mankind, as opposed to animals, has managed to create a civilization based on intelligence. For this reason, no human can afford to not work on their intelligence. And humour, humour is important. ZEIT: Can you think of anything else? P.S.: A pillow maybe, and a good matress. ZEIT: So why, then, have you become an industrial designer in the first place? P.S.: That is an interesting question. And I haven’t found an answer to it for myself yet. Look, I have designed so many things without ever really being interested in them. Maybe all these years were necessary for me to ultimatively recognize that we, after all, don’t need anything. We always have too much. ZEIT: So all the things you have created — unnecessary? P.S.: Everything I have created is absolutely unnecessary. “I do feel ashamed for this…” 12

Slide 13: 2. DESIGN THINKING SMELLS BAD 13

Slide 14: “The problems that exist in the world today cannot be solved by the level of thinking that created them.” ALBERT EINSTEIN

Slide 15: A whole new mind 15

Slide 16: Design hubris? 16

Slide 17: "As we look beyond housing solutions to urban poverty, good design is enjoying a second coming as the cure for what ails us." "'Design thinking describes a moment in the pursuit of social good that hardly ever arrives: when all the hearts are in the right place, all opinions have been brought into line and all that needs to happen is the change itself. If the model has intellectual benefits, it's doubtful they outweigh the deficiencies of ignoring the long process by which consensus is built -- a.k.a. politics.” ALIX RULE The revolution will not be designed

Slide 18: Good = good? 18

Slide 19: “Open it up and it will design itself.” Norman Lewis Power to the amateurs 19

Slide 20: Crowdsourcing 20

Slide 21: Outsourcing 21

Slide 22: 3. THE EXPERIENCE IS THE PRODUCT 22

Slide 23: “When you start with the idea of making a thing, you're artificially limiting what you can deliver. The reason that many of these exemplar's forward-thinking product design succeed is explicitly because they don't design products. Products are realized only as necessary artifacts to address customer needs. What Flickr, Kodak, Apple, and Target all realize is that the experience is the product we deliver, and the only thing that our customers care about.” PETER MERHOLZ – Adaptive Path Stop designing products!

Slide 24: CUSTOMER JOURNEY

Slide 25: 4. THE PRODUCT IS THE PRODUCT 25

Slide 26: BUT WHAT EXACTLY IS A PRODUCT? 26

Slide 27: 5. DESIGN INNOVATION 27

Slide 28: Inno vatio n is Ho t

Slide 29: NEW CATEGORIES 29

Slide 30: NEW TECHNOLOGIES 30

Slide 31: NEW BUSINESS MODELS 31

Slide 32: NEW CREATIVE DESIGN 32

Slide 33: NEW PRODUCTION PROCESSES 33

Slide 34: NEW PARTNER ECOSYSTEMS 34

Slide 35: NEW SERVICES 35

Slide 36: NEW RETAIL EXPERIENCES 36

Slide 37: NEW MARKETING AND COMMERCIALIZATION 37

Slide 38: De s ig n is Ho t

Slide 39: Not all design is innovation. But innovation always needs design. Design = Innovation? 39

Slide 40: WHERE DOES THE NEED FOR INNOVATION BEGIN? 40

Slide 41: FROM STANDARD BUSINESS CHALLENGES… Margin Erosion “We operate in a mature industry with a mature product portfolio and our margins are beginning to disappear.” Internal Churn “Our new ideas are stuck in the mud of internal planning and review cycles.” Competition “New competitors are moving into our space and we need to do something to defend our market position.” Adjacent Markets “We see opportunities in adjacent markets (new segments, geographies, etc.) but we don’t know where and how to start.” Mining IP “We have so much IP but we cannot convert it into products that resonate with consumers.” Time to Market “Our linear product development process doesn’t allow for nimbleness and trial and error.” Customer Insight “Our product ideas are driven by science and engineering but fail to recognize latent or unarticulated customer needs.” Sustainability “We got lucky once or twice. How do we repeat our market success year after year?” 41

Slide 42: …TO SPECIFIC INNOVATION CHALLENGES DRIVERS: HIGH Demand for Compelling Experiences Higher Ecosystem Dependence Industry Convergence (Mediatization) Strategic Demand for More Customization Challenge LOW LOW HIGH Creative Challenge 42

Slide 43: …TO SPECIFIC INNOVATION CHALLENGES HIGH DRIVERS: Demand for Compelling Experiences Higher Ecosystem Dependence Strategic Industry Convergence (Mediaization) Challenge Demand for More Customization LOW DRIVERS: Increased Customer Touchpoints Need for Aligned Touchpoints Multiple Technology Platforms LOW HIGH Global Delivery Challenges Creative Challenge 43

Slide 44: TYPES OF SOLUTIONS HIGH ANALYTIC EXPERIENCE HORSEPOWER REALIZATION Strategic Challenge LOW EXECUTIONAL RAW FOCUS CREATIVITY LOW HIGH Creative Challenge 44

Slide 45: TYPES OF SOLUTIONS Oil & Gas Telecom Digital Media & Entertainment HIGH ANALYTIC EXPERIENCE Consumer Electronics HORSEPOWER REALIZATION FMCG Utilities Retailers Consumer Strategic Industrial Software Manufacturers Hospitality Challenge Film LOW EXECUTIONAL RAW FOCUS CREATIVITY Advertising Logistics LOW HIGH Creative Challenge 45

Slide 46: INNOVATION CATEGORIES Sustaining (Evolve) Breakout (Expand) Disruptive (Envision) $ $ $ 0 1 ^ 2 3 4 5 6 7 0 1 2 3 ^ 4 5 6 7 0 1 2 3 4 5 ^ 6 7 Go/No-Go Go/No-Go Go/No-Go (Director Level) years (VP/SVP Level) years (CEO/Board Level) years Short -Term Advantage Near-Term Advantage Long-Term Advantage Sustain product life with incremental Create new products within an existing Innovate new to the world products that lead enhancements and consumer benefits. product category that leverage high value the creation of new markets or industries. benefits for consumers. Market acceptance may be slower to gain as Since product categories exist, sustaining multiple industry standards compete for products are easily accepted by the market. The greater benefits of the product and the dominance. On the other hand profitability can diminish fact that it is within a know category drives quickly due to ease of imitation . rapid short-term growth. These products are a long term investment with high potential returns over the long These products are low risk bets with a high These product are higher risks bets with term. Other benefits include market probability of short term returns. higher yet diminishing returns. dominance & strong competitive position. Product Level Innovation Category Level Innovations Industry Level Innovation Competitive Advantage: 1-3 years Competitive Advantage: 3-5 years Competitive Advantage : 5-7 years 46

Slide 47: THREE TYPES OF INNOVATION Successful innovation is more about behavior than about individual ideas, and it is more social than personal. It’s not knowledge that produces growth, but instead, insight -- into opportunities for discontinuous innovation. Innovation Innovation as Innovation as as Process Capability Culture 47

Slide 48: INNOVATION AS PROCESS Innovation is a dynamic process which requires companies to go from a fragment of an idea to a holistic design concept. This process must navigate the complexities of the business system to see innovations make it to market successfully. Cycles of ideation, refinement, and validation are needed to build alignment and ensure market success. PERFORMANCE Innovation as Process 48

Slide 49: INNOVATION AS CAPABILITY Can something as effervescent as innovation be systemized? While innovation will always be a mixture of serendipity, genius, and sheer bloody-mindedness, we believe that non-linear innovation can be fostered, celebrated, and rewarded. We recognize the need for multiple inputs, and believe there are key components for building innovation as a capability. Each of these has an essential role to play. ENABLEMENT Innovation as Capability 49

Slide 50: INNOVATION AS CULTURE Whenever organizations try to create new product and service offerings at a profit, culture matters. Organization imperatives powerfully shape “innovative behavior” of the enterprise. Understands both anecdotally and empirically the cultural patterns that shape innovation processes. An innovative idea is just as much the product of culture as it is a process or capability. VALUES Innovation as Culture 50

Slide 51: The dilemma with innovation

Slide 52: “We don’t have an innovation process. We hire good people.” 52

Slide 53: A KEY INGREDIENT: DESIGN Design means more than pure creative product design. It is a mentality and an approach to problem-solving. It is a powerful alternative to the dominant management approaches of the past few decades and is an important perspective for leadership to embrace. In this way, design represents not a technique, but a more fundamental disposition involving: • Focus on the user • Creativity • Interdisciplinary collaboration • Iteration • Evaluation and measurement • Learning This disposition is applied to both the traditionally strategic and the traditionally creative activities that occur in conceptualization and development of new innovations. 53

Slide 54: Change is hard. Change is slow. Especially significant, disruptive, discontinuous change. The dilemma with innovation 54

Slide 55: Design as a catalyst Something that causes an important event to happen; a person or thing that precipitates an event or change; a person whose talk, enthusiasm, or energy causes others to be more friendly, enthusiastic, or energetic. Provoke, translate, transform 55

Slide 56: Intellectual prototyping 56

Slide 57: Concept prototyping 57

Slide 58: Product prototyping 58

Slide 59: Failure is an option 59

Slide 60: 6. CONVERGENCE 60

Slide 61: Hardware/software Platforms & media Real/virtual CONVERGENCE Disciplines Process

Slide 62: Hardware/software Platforms & media Real/virtual CONVERGENCE Disciplines Process

Slide 63: Software? Hardware? CONVERGENCE Phone? PC? Disciplines

Slide 64: “Because an iPod’s really just software… it’s in a beautiful box, but it’s software…. And so the big secret…is that Apple views itself as a software company” 64

Slide 65: TV 65

Slide 66: PC 66

Slide 67: Oven 67

Slide 68: Hardware/software Platforms & media Real/virtual CONVERGENCE Disciplines Process

Slide 69: In a convergent world, the system is the product

Slide 70: MINI Retail Lifestyle • Accessories Web 70

Slide 71: WHAT IS SO INNOVATIVE ABOUT THIS PRODUCT? Hard-drive based portable music players already existed Competitive products had better features and were cheaper Online music stores already existed 71

Slide 72: WHY THE iPOD STINKS High price Limited features Easy to scratch Hard to carry Can’t replace battery Cumbersome menus 72

Slide 73: WHY THE iPOD SUCCEEDED A convergent system that has given Apple a 5+ year competitive edge 73

Slide 74: THE BIGGER PICTURE 74

Slide 75: Hardware/software Platforms & media Real/virtual CONVERGENCE Disciplines Process

Slide 76: SECOND LIFE 76

Slide 77: TELEPRESENCE 77

Slide 78: REAL AND VIRTUAL WORLDS CONVERGED 78

Slide 79: REAL AND VIRTUAL WORLDS CONVERGED 79

Slide 80: REAL AND VIRTUAL WORLDS CONVERGED 80

Slide 81: REAL AND VIRTUAL WORLDS CONVERGED 81

Slide 82: Hardware/software Platforms & media Real/virtual CONVERGENCE Disciplines Process

Slide 83: Business Analyst Digital Media Designer Strategist Anthroplogist Artists Mechanical Engineer Software Developer Architects Ethnographer Industrial Designer Writer Cross-over thinking (and doing) 83

Slide 84: Hardware/software Platforms & media Real/virtual CONVERGENCE Disciplines Process

Slide 85: OLD “LINEAR” PROCESS BUSINESS DESIGN EXPERIENCE DESIGN Two divergent tracks 85

Slide 86: OLD “LINEAR” PROCESS Decision on Precommercialization Post Implementation Initial Second Business Post-development Business Review Screen Screen Case Review Analysis Gate Stage Gate Stage Gate Stage Gate Stage Gate Stage 1 1 2 2 3 3 4 4 5 5 Ideation Preliminary Detailed Development Testing & Full Production & Investigation Investigation Validation Market Launch (Build Business Case) S tage-Gate Process

Slide 87: OLD “LINEAR” PROCESS Decision on Precommercialization Post Implementation Initial Second Business Post-development Business Review Screen Screen Case Review Analysis Gate Stage Gate Stage Gate Stage Gate Stage Gate Stage 1 1 2 2 3 3 4 4 5 5 Ideation Preliminary Detailed Development Testing & Full Production & Investigation Investigation Validation Market Launch (Build Business Case) 2. Overly strict gating: Compelling innovations left in the discard pile; moreover, extensive use of lock-step, gated decision-making processes can perpetuate a culture of rigidity and inflexibility 3. Lack of emphasis on understanding users: The traditional Stage-Gate process brings user perspectives in after Gate 4 4. Time-to-market: For fast-moving industries in particular, Stage-Gate can be too drawn out S tage-Gate Process

Slide 88: WHAT’S MISSING 1. Flexible gating: informal evaluation of outliers / non-standard ideas / intangibles 2. Interdisciplinary perspectives: user and market viewpoints at early stages 3. Parallelization and compression: iterative business cases and rapid prototyping Decision on Precommercialization Post Implementation Initial Second Business Post-development Business Review Screen Screen Case Review Analysis Gate Stage Gate Stage Gate Stage Gate Stage Gate Stage 1 1 2 2 3 3 4 4 5 5 Ideation Preliminary Detailed Development Testing & Full Production & Investigation Investigation Validation Market Launch (Build Business Case) 3 1 2 3 1 1 2 2 1 S tage-Gate Process

Slide 89: THE CHALLENGES OF DISCONTINUOUS INNOVATION KEY QUESTIONS 3. How do you evaluate innovations when part of their benefit is tied up in intangibles (wow factor, new experiences, emotional impact, novelty effect, intuition)? 4. How do you generate a business case for innovations that are so novel that behaviors around them don’t exist? 5. How do you still bring such novel products to market quickly?

Slide 90: THE CHALLENGES OF DISCONTINUOUS INNOVATION 2. MORE flexible gating: evaluation of intangibles should be made in a formal way 3. MORE interdisciplinary perspectives: interweave user, market, and technology activities to allow analytical evaluation of new user behaviors 4. MORE parallelization and compression: business cases and rapid prototyping should start earlier, iterate more frequently, and be used for continuous validation and buy-in

Slide 91: A BETTER WAY 91

Slide 92: STRATEGIC + CREATIVE CONVERGED 92

Slide 93: STRATEGIC + CREATIVE CONVERGED

Slide 94: STRATEGIC + CREATIVE CONVERGED discover design deliver 94 94

Slide 95: STRATEGIC + CREATIVE CONVERGED Critical points discover design deliver 95 95

Slide 96: STRATEGIC + CREATIVE CONVERGED ! insight design build convergence of convergence of insight with design design with development 96 96

Slide 97: STRATEGIC + CREATIVE CONVERGED insight design build convergence of convergence of insight with design design with development 97 97

Slide 98: STRATEGIC + CREATIVE CONVERGED CONCURRENT WORKFLOW Technology/design Driving efficiency and quality by creating parallel and massively integrated work-streams Design Analyst Visual Designer Design Technologist Developer Architect Tech Solution Mgr 98

Slide 99: CONCURRENT WORKFLOW Role matrix Many of the work-streams cross standard discipline boundaries 99

Slide 100: WHY THIS WORKS FOR DISCONTINUOUS INNOVATION 1. Enables decision-making on the outliers: Decision-making becomes more fluid, based on conventional success metrics, novel experience metrics, and user validation -- all of these are needed to properly evaluate discontinuous innovations 2. Allows for more accurate business case development: Results in a business case that explicitly measures the new user behaviors that emerge from a discontinuous innovation 3. Faster time-to-market: Continuous validation and buy-in across stakeholders, partners, and customers who are “bought in” and aligned in different ways

Slide 101: 7. DIVERGENCE 101

Slide 102: DIVERGENCE MATTERS Chang e the rule s o f c o mpe titio n Cre ate g ro wth De c ide o n le ve l o f c o nve rg e nc e Divergence 102

Slide 103: Marketing as a Growth Champion 103 Power shift 103

Slide 104: “In the old days, brands wanted everybody to pay attention to them. Now brands need to pay attention to everybody else.” [ someone somewhere on the web] Marketing as a Growth Champion 104 Power shift 104

Slide 105: The web is a never ending conversation. First came email, then web portals, then search (aggregation), and now the distributed Internet with its myriad atomized blogs, widgets, voice posts, Twitter grams, RSS feeds, and social networking hubs. The World Wide Web is being atomized into thousands of "branded and un- branded micro-networks.” The days of "destination thinking" - the concept of driving as many eyeballs as possible to a central site ("one audience, one time, one venue") - are numbered. The atomization of the web

Slide 106: “The blogosphere is wild, violent, and nasty, and it can kill you." 2,600 blogs > 1,000 inbound links 400,000 blogs 100,000,000 < 20 incoming links > 20 inbound links The long tail of the blogosphere 106 106

Slide 107: Mash-up/hybrid/slash culture Web 2.0, collaborative, social web, amateur web, whatever you want to call it: no longer is content production and distribution the exclusive domain of professional networks and content providers. “The ants have megaphones,” as Chris Anderson put it, and “the Long Tail” has become very fuzzy. This disrupts traditional marketing paradigms and challenges marketing professionals. The borders between professional and amateur, producer and consumer, are blurring. Power shift

Slide 108: Technorati estimates the total number of blogs to be 112.8 million (this does not include all the 72.82 million Chinese blogs as counted by The China Internet Network Information Center) About 8,000 new blogs are created every hour According to a study by Harris Interactive, over two-thirds of adults have watched a video on YouTube over the last year By 2006, 10 million people were listening to podcasts in 2006; by 2010, it's expected to be 50 million people Each day, over 100,000 new videos are posted on leading video sites -> close to 70 videos each minute About 28% of online consumers have tagged a photo, news story or blog post; about 7% of all Internet users tag content every day A new study from Nokia predicts that by 2012 a quarter of all entertainment will be created, edited, and shared within peer groups rather than being generated by traditional media Digital footprints 108 108

Slide 109: Digital footprints 109 109

Slide 110: Social media 110 110

Slide 111: Social media 111 111

Slide 112: Designing for divergence A daptive Transparent O pen M inuscule Only 48 seats

Slide 113: Designing for divergence A daptive Transparent O pen M inuscule Conversations instead of messages Feedback = creation Customizable Only 48 seats Permanent beta

Slide 114: Designing for divergence A daptive T ransparent O pen M inuscule Conversations Everything is visible instead of messages to everyone The more you share, Feedback = creation the more you will receive Customizable Authenticity Only 48 seats Permanent beta

Slide 115: Designing for divergence A daptive T ransparent O pen M inuscule Conversations Everything is visible Easy to use instead of messages to everyone The more you share, Easy to co- Feedback = creation the more you will create/hack receive Customizable Authenticity Easy to share Only 48 seats Permanent beta

Slide 116: Designing for divergence A daptive T ransparent O pen M inuscule Conversations Everything is visible Easy to use Content instead of messages to everyone The more you share, Easy to co- Feedback = creation the more you will Distribution create/hack receive Customizable Authenticity Easy to share Timing Only 48 seats Permanent beta

Slide 117: 8. BUSINESS AND DESIGNERS 117

Slide 118: “Design is too important to be left to designers.” Raymond Loewy

Slide 119: HARTMUT ESSLINGER The clash 119

Slide 120: sketching rendering model making manufacturing support In 1969 this was what we did for our customers 120 120

Slide 121: Building Alignment Diaries Go-To-Market Plan Creative Facilitation Roadmap Surveys Business Plan Expert Analysis Customer Segmentation and Targeting Mental Modelling Value Proposition Conceptual Foundation Business Concept Design Libraries Value Chain Analysis Contextual Validation Revenue and Cost Modelling Usability Testing Business and Market Modelling Visual Studies Alternative Generation Workflow Modelling Industry Dynamics Wireframe Renderings Market Sizing Site Map Competitor Segmentation Information Architecture Competitive Differentiation Task Models Project Framing Object Models Strategic Imperatives Usability Think Alouds Product Definition Cognitive Walkthroughs Roadmap Planning Heuristic Evaluations Trend Research Visual Simulations Competitive Research Systems Design Engineering Teardown Sketching Retail Audit Affinity Diagrams Shadowing Card Sorts Ethnography Contextual Inquiry Concept Testing Anthropometrics This is what we do today 121 121

Slide 122: Logical Random Sequential Parallel Rational Intuitive Analytical Synthesizing Objective Subjective Strategic Creative LOGICEMOTION Parts-oriented Holistic An old mind set 122

Slide 123: Manager vs. Designer 123

Slide 124: Strives to keep bad things Strives to make good from happening things happen. Manager vs. Designer 124

Slide 125: Warren Bennis’ principles of leadership The manager administers; the leader innovates. The manager maintains; the leader develops. The manager accepts reality; the leader investigates it. The manager focuses on systems and structures; the leader focuses on people. The manager relies on control; the leader inspires trust. The manager has a short-range view; the leader has a long-range perspective. The manager asks how and when; the leader asks what and why. The manager has his or her eye always on the bottom line; the leader has his or her eye on the horizon. The manager imitates; the leader originates. The manager accepts the status quo; the leader challenges it. The manager is the classic good soldier; the leader is his or her own person. The manager does the thing right; the leader does the right thing. Design leadership 125

Slide 126: Creating an argument for change through strategic conversations Design’s challenge: often left out Designer’s challenge: Establish, perpetuate, communicate relationships Design leader’s challenge: Generate excitement and provide inspiration - Design leadership 126

Slide 127: Sure, why not. But it’s still a long way to go. Leadership is about empowering others. Designers are still too busy claiming more power for themselves. A designer as CEO? 127

Slide 128: Design will only grow up…. …if it transforms the management systems that constrain innovation. 128

Slide 129: 9. CASE STUDIES 129

Slide 130: Seagate Branded Solutions Taking a B2B component manufacturer into the consumer electronics space 130

Slide 131: Understanding User Segments Customer research 131

Slide 132: THE CHALLENGE Research review 132

Slide 133: Translating Insights Into Ideas Synthesis & ideation 133

Slide 134: DEFINING THE DNA OF A LIFESTYLE BRAND Convergent thinking 134

Slide 135: Understanding the Future Landscape Brand positioning 135

Slide 136: Defining the DNA of a Lifestyle Brand Design language system 136

Slide 137: Glow from the core 137

Slide 138: Perceived as ultra-thin 138

Slide 139: Modern yet timeless 139

Slide 140: Product & Platform Planning Roadmapping 140

Slide 141: Design development 141

Slide 142: 10. WRAP-UP 142

Slide 143: Conve rgenc e and Dive rge nc e and re quire the ability to unde rs tand and c onc e ive c omple x s ys te ms . De s ign is good at this . 143

Slide 144: THE REALLY BIG INTEGRATION Outsourcing Consumer conversations Software Hardware New markets Blogs Virtual worlds Real world Online Store Marketing messages Media Usability Out-of-the-box Disruptive Social media technology DIVE CONVERGENCE NCE Outliers Business requirements Design creative Technology Culture Concurrent workflow Outliers Business Consumer insights Market research requirements Desktop Mobile WWW Living room Crowdsourcing Hyper-personalization

Slide 145: “Never doubt that a small group of thoughtful, commited people can change the world. In fact, it is the only thing that ever has.” MARGARET MEAD