Slide 1„DIGITAL‟WON‟TCHANGETHEWORLDBUTYOURSERVICEJUSTMIGHT…John Oswald25 April 2013@Guehenno@Fjord
01020304DIGITALISANON-SEQUITURDIGITALISAMINDSETRyoji IkedaNO-ONEKNOWSWHATDIGITALISRULESOFTHUMB(S)
Fjord is a Service Design ConsultancyWe shipmeaningful anddesirableexperiences
Slide 4
01Ryoji IkedaWHATISDIGITAL?
That was a bit obvious….
Heineken IgniteInteractiveadvertising
Heineken IgniteApps….
Social (andsocialcommerce)
Games
Ryoji IkedaNO-ONEKNOWSWHATDIGITALIS(BUT WE KNOW WHEN IT‟S DONE BADLY…)
Slide 13I‟d rathereat you
Slide 14
Slide 15Lots of ideasmired in jointventure inertia
Slide 16Seriously?
Slide 17Tom Scott:Google Glasses: a new way to hurt yourselfGoogleglasses…
“Sticking feathers up your buttdoes not make you a chicken”- Alex Payne, What Is and Is Not a Technology Company
Ryoji IkedaNO-ONEKNOWSWHATDIGITALIS(BUT WE KNOW WHEN IT‟S DONE REALLY WELL)
Simplicity nomatter whereyou are
Wherever,whenever
Online inthe realworld…
…productstorytelling
Online inthe real world…
…customer ormerchant?
Even savinglives, potentially
Or just somethingbeautiful andintriguing
Ryoji IkedaDIGITALISANON-SEQUITUR(IT‟S THE SERVICE THAT STICKS)
The question is not about creatingcompelling digital services, it‟s aboutcreating services.
Remember, alot of peoplestill start here…
AlexOsterwalderhas helped ussee differently
But we have toremember whowe‟re doing thisfor
ContextSmart ObjectsSocialMulti-channelOnlineOfflineBrandContext andcontrol
INPUT IDEA IMPACT
TRENDSTECHBRANDINSIGHTMARKETIDEA IMPACT
HOW WOULDYOU BUILD IT?CONCEPTWHAT COULDGO WRONG?INPUT IMPACT
INPUT > IDEA >SOCIETYMONEYRELATIONSHIPSOFFSHOOTSCOSTS
Be insightfulBe creativeMake it realWork smarterMake a difference
Ryoji IkedaDIGITALISAMINDSET
David Morton (Flickr)This metaphorworks on manylevels…
Ahead of histime?
AGILE
FRAGILE
MVP;cohort analysisProductmanagementHubris
Ryoji IkedaPrototyping,prototyping,prototyping…
Patrick Roupin (Flickr)They‟re waiting,but not for long
=Unintendedconsequences=ConfusionSole focus hereFocus on manyareas at once
Ash Maurya:3 rules to actionable metrics in aLean Startup
You‟ve no ideajust howshocking thisdiagram is…
Special experiencesrequire special teams
Special experiencesrequire special teams
Special experiencesrequire special teams
Ryoji IkedaRULESOFTHUMB(S)
Slide 56Rule 1 Human experiences resonate loudestRule 2 Simple solutions last longerRule 3 To thine own principles be true...
Slide 57Rule 1 Human experiences resonate loudestRule 2 Simple solutions last longerRule 3 To thine own principles be true...
Slide 58Rule 1 Human experiences resonate loudestRule 2 Simple solutions last longerRule 3 To thine own principles be true...
Slide 59Rule 1 Human experiences resonate loudestRule 2 Simple solutions last longerRule 3 To thine own principles be true...
Slide 60Rule 1 Human experiences resonate loudestRule 2 Simple solutions last longerRule 3 To thine own principles be true...
Slide 61Rule 1 Human experiences resonate loudestRule 2 Simple solutions last longerRule 3 To thine own principles be true...
Slide 62Rule 1 Human experiences resonate loudestRule 2 Simple solutions last longerRule 3 To thine own principles be true...
Slide 63 © Fjord 2012 | ConfidentialThanksTHANK-YOU!Image credits: 3,5,12,30,41,47,55,63: Various - Rjoji Ikeda 13: QR A...
Digital 2013, John Oswald, Fjord
Digital 2013, John Oswald, Fjord
Digital 2013, John Oswald, Fjord
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Digital 2013, John Oswald, Fjord

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Digital opportunities, Digital Mindsets: How to get valuable services to market

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  • Digital of course can mean interactive digital campaigns. Heineken’s latest involves LED lights and sound/motion activation sensors. Light up with the beat of the music, when people say cheers. Etc etc.
  • Digital of course can mean interactive digital campaigns. Heineken’s latest involves LED lights and sound/motion activation sensors. Light up with the beat of the music, when people say cheers. Etc etc.
  • Digital can mean apps.
  • Digital can mean social.
  • Digital can mean games.
  • Not only is this a very strange idea, but it leaves sticky marks on the apple, that you just want to eat…
  • Just because it makes me chuckle. Kind of says it all really
  • Here’s We’ve, a JV between EE, Telefonica UK and Vodafone UK to accelerate mobile marketing and wallet services. By the time the legal framework is drawn up, I guess we might be getting somewhere…
  • Lots of digital payment solutions on one slide. Just goes to show…
  • Google glasses. The image is obviously not from Google, it’s Tom Scott, in a very funny imagination of how the future might be wearing glasses and trying to focus your eyes on 3 cm in front of you, as well as whatever is actually in front of you
  • Crude statement. What I mean is trying to do something digital that makes business sense, is innovative, is fun, doesn’t mean it’s going to be a compelling or even useful digital service. Sometimes digital is very definitely NOT the answer
  • But when it is, we know when it works
  • Many retailers allow customers to return online purchases to brick-and-mortar locations. This combines the convenience of buying online without the inconvenience of having to go to the post office for returns.
  • Many retailers allow customers to return online purchases to brick-and-mortar locations. This combines the convenience of buying online without the inconvenience of having to go to the post office for returns.
  • Some retailers, including the UK-based chain All Saints, offer an in-store kiosk (or in All Saints, iPad) where customers can order articles that aren’t in stock at that location from their online store. This takes advantage of the customer’s in-store urge to buy, and is far more immediate and effective than sending them to another location to make their purchase. It also introduces brick-and-mortar customers to the online property.
  • PayPal Here, Sail and Square take online payment methods into the brick and mortar world (more on this later).A street market vendor can suddenly be equal to a high street brand like Topshop – access to affordable payment infrastructure enables the quality conversation to dominate, rather than the power lent by superior infrastructure and presence.
  • Pursuit of independent career paths and more fulfilling roles, people are turning to entrepreneurship to satisfy their professional needsConsumers want real, genuine and authentic interactions – reacting to the increase in technologySmall scale, finding new means of money – making, selling and raising funds - Etsy, Folksy, KickstarterMake money from what you have, - airbnb (rent your home)whipcar (rent your car)park at my house (rent parking space) Camp in my garden (rent your garden to campers) Monday to Friday (rent out your spare room) New attitudes toward work and taking the initiative to establish businesses as much to express their creative impulses as to make money . 75% of 20 – 30 year olds want to be entrepreneurs (according to BVA, French polling institute, 2010). Implications to Barclays
  • Nike + to the power 11
  • Nike + to the power 11
  • Nike + to the power 11
  • What makes these things good is the service thinking that has gone into them
  • VelocityBut can’t forget our principles, and our need to think about the HumanWorks on many levels this one – every ride is different, but broadly the same. Or it’s all ups and downs. Or it’s just terrifying
  • VelocityBut can’t forget our principles, and our need to think about the Human
  • Easy to say, hard to do, but Ries has reminder us that prototypes don’t need to have amazing Uis or clever tech, they can be paper, even face to face interactions
  • Getting it in people’s hands is where things need to be
  • And how do we make them profitable? Well, start with the end in mind. But be smart about it
  • And how do we make them profitable? Well, start with the end in mind. But be smart about it
  • This is controversial because it’s a large corporate that I’m working with. When was the last time you saw a large company talk about pivoting or innovating in a product roadmap? Amazing
  • Even more importantly there should be true collaboration between engineers, product owners, business and design through which decisions are based on data and not opinions.To create humane digital services that engage their users and "touch" people, you need to combine creative vision with technical prowess, backed up by business rationale. This requires a group of people working together that bring a diverse but complementary range of skills to the table: storytelling, business analysis, technical strategy, design (interaction and visual), user research, and psychology, among others.
  • Even more importantly there should be true collaboration between engineers, product owners, business and design through which decisions are based on data and not opinions.To create humane digital services that engage their users and "touch" people, you need to combine creative vision with technical prowess, backed up by business rationale. This requires a group of people working together that bring a diverse but complementary range of skills to the table: storytelling, business analysis, technical strategy, design (interaction and visual), user research, and psychology, among others.
  • Even more importantly there should be true collaboration between engineers, product owners, business and design through which decisions are based on data and not opinions.To create humane digital services that engage their users and "touch" people, you need to combine creative vision with technical prowess, backed up by business rationale. This requires a group of people working together that bring a diverse but complementary range of skills to the table: storytelling, business analysis, technical strategy, design (interaction and visual), user research, and psychology, among others.
  • Digital 2013, John Oswald, Fjord

    1. 1. Slide 1„DIGITAL‟WON‟TCHANGETHEWORLDBUTYOURSERVICEJUSTMIGHT…John Oswald25 April 2013@Guehenno@Fjord
    2. 2. 01020304DIGITALISANON-SEQUITURDIGITALISAMINDSETRyoji IkedaNO-ONEKNOWSWHATDIGITALISRULESOFTHUMB(S)
    3. 3. Fjord is a Service Design ConsultancyWe shipmeaningful anddesirableexperiences
    4. 4. Slide 4
    5. 5. 01Ryoji IkedaWHATISDIGITAL?
    6. 6. That was a bit obvious….
    7. 7. Heineken IgniteInteractiveadvertising
    8. 8. Heineken IgniteApps….
    9. 9. Social (andsocialcommerce)
    10. 10. Games
    11. 11. Ryoji IkedaNO-ONEKNOWSWHATDIGITALIS(BUT WE KNOW WHEN IT‟S DONE BADLY…)
    12. 12. Slide 13I‟d rathereat you
    13. 13. Slide 14
    14. 14. Slide 15Lots of ideasmired in jointventure inertia
    15. 15. Slide 16Seriously?
    16. 16. Slide 17Tom Scott:Google Glasses: a new way to hurt yourselfGoogleglasses…
    17. 17. “Sticking feathers up your buttdoes not make you a chicken”- Alex Payne, What Is and Is Not a Technology Company
    18. 18. Ryoji IkedaNO-ONEKNOWSWHATDIGITALIS(BUT WE KNOW WHEN IT‟S DONE REALLY WELL)
    19. 19. Simplicity nomatter whereyou are
    20. 20. Wherever,whenever
    21. 21. Online inthe realworld…
    22. 22. …productstorytelling
    23. 23. Online inthe real world…
    24. 24. …customer ormerchant?
    25. 25. Even savinglives, potentially
    26. 26. Or just somethingbeautiful andintriguing
    27. 27. Ryoji IkedaDIGITALISANON-SEQUITUR(IT‟S THE SERVICE THAT STICKS)
    28. 28. The question is not about creatingcompelling digital services, it‟s aboutcreating services.
    29. 29. Remember, alot of peoplestill start here…
    30. 30. AlexOsterwalderhas helped ussee differently
    31. 31. But we have toremember whowe‟re doing thisfor
    32. 32. ContextSmart ObjectsSocialMulti-channelOnlineOfflineBrandContext andcontrol
    33. 33. INPUT IDEA IMPACT
    34. 34. TRENDSTECHBRANDINSIGHTMARKETIDEA IMPACT
    35. 35. HOW WOULDYOU BUILD IT?CONCEPTWHAT COULDGO WRONG?INPUT IMPACT
    36. 36. INPUT > IDEA >SOCIETYMONEYRELATIONSHIPSOFFSHOOTSCOSTS
    37. 37. Be insightfulBe creativeMake it realWork smarterMake a difference
    38. 38. Ryoji IkedaDIGITALISAMINDSET
    39. 39. David Morton (Flickr)This metaphorworks on manylevels…
    40. 40. Ahead of histime?
    41. 41. AGILE
    42. 42. FRAGILE
    43. 43. MVP;cohort analysisProductmanagementHubris
    44. 44. Ryoji IkedaPrototyping,prototyping,prototyping…
    45. 45. Patrick Roupin (Flickr)They‟re waiting,but not for long
    46. 46. =Unintendedconsequences=ConfusionSole focus hereFocus on manyareas at once
    47. 47. Ash Maurya:3 rules to actionable metrics in aLean Startup
    48. 48. You‟ve no ideajust howshocking thisdiagram is…
    49. 49. Special experiencesrequire special teams
    50. 50. Special experiencesrequire special teams
    51. 51. Special experiencesrequire special teams
    52. 52. Ryoji IkedaRULESOFTHUMB(S)
    53. 53. Slide 56Rule 1 Human experiences resonate loudestRule 2 Simple solutions last longerRule 3 To thine own principles be trueRule 4 Innovation doesn’t just mean creativityRule 5 Tangential pragmatismRule 6 Measure, iterate, improveRule 7 Great services need great teams to build them
    54. 54. Slide 57Rule 1 Human experiences resonate loudestRule 2 Simple solutions last longerRule 3 To thine own principles be trueRule 4 Innovation doesn’t just mean creativityRule 5 Tangential pragmatismRule 6 Measure, iterate, improveRule 7 Great services need great teams to build them
    55. 55. Slide 58Rule 1 Human experiences resonate loudestRule 2 Simple solutions last longerRule 3 To thine own principles be trueRule 4 Innovation doesn’t just mean creativityRule 5 Tangential pragmatismRule 6 Measure, iterate, improveRule 7 Great services need great teams to build them
    56. 56. Slide 59Rule 1 Human experiences resonate loudestRule 2 Simple solutions last longerRule 3 To thine own principles be trueRule 4 Innovation doesn’t just mean creativityRule 5 Tangential pragmatismRule 6 Measure, iterate, improveRule 7 Great services need great teams to build them
    57. 57. Slide 60Rule 1 Human experiences resonate loudestRule 2 Simple solutions last longerRule 3 To thine own principles be trueRule 4 Innovation doesn’t just mean creativityRule 5 Tangential pragmatismRule 6 Measure, iterate, improveRule 7 Great services need great teams to build them
    58. 58. Slide 61Rule 1 Human experiences resonate loudestRule 2 Simple solutions last longerRule 3 To thine own principles be trueRule 4 Innovation doesn’t just mean creativityRule 5 Tangential pragmatismRule 6 Measure, iterate, improveRule 7 Great services need great teams to build them
    59. 59. Slide 62Rule 1 Human experiences resonate loudestRule 2 Simple solutions last longerRule 3 To thine own principles be trueRule 4 Innovation doesn’t just mean creativityRule 5 Tangential pragmatismRule 6 Measure, iterate, improveRule 7 Great services need great teams to build them
    60. 60. Slide 63 © Fjord 2012 | ConfidentialThanksTHANK-YOU!Image credits: 3,5,12,30,41,47,55,63: Various - Rjoji Ikeda 13: QR Apple - Rob Le Quesne 16: Wallet hell - Matti Keltanen 35: Context – Scott Ewings, Dom Quigley 42: Rollercoaster – David Morton 48: Patrick Roupin 50: Ash Maurya 52-4: Dom Quigley
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