Design Thinking och storytelling       som metoder för affärs-      och erbjudandeutveckling
Det var en gång senhösten år 2001...
The Story Lab arbetar med affärs- och erbjudandeutveckling för         företag i en tjänste- och upplevelseekonomi
Affärs-                             Kommunikationutveckling               Erbjudande             – som engagerar och      ...
”If growth is what you’re after, you won’t learn muchfrom complex measurements of customer satisfaction orretention. You s...
Design Thinking              vstraditionell affärsutveckling
Många (70%) strategiska initiativ når inte sina mål.*               * ) Charan & Colvin , Dalton, Vickers m.fl.          –...
“You can analyze the past, but you   have to design the future”          Edward De Bono
Design              +     ThinkingKänsla, intuition         Rationalitet ochoch inspiration           analys              ...
”A discipline that uses the designer’s sensibility and met-hods to match people’s needs with what is technologicallyfeasib...
Design Thinking                Traditionell affärsutveckling                       Utforska nya mysterium         Exploate...
Design Thinking             - hur design thinking bäst kan användas för att skapa kon-                kurrensfördelar i en...
Design- att designa i 3D- produktdesign och arkitektur
Kvalité i varje touchpoint i KunDenS reSa genomupplevelSen
beSlutSFattanDe viD varje touchpoint         external                                                             internal...
Kvalité i varje touchpoint i KunDenS reSa genomupplevelSen - arbetSplatSen                                 interna möten  ...
SpegeleFFeKten - ju mer man bryr Dig DeSSto merKommer anDra bry Sig...vi bryr oss om apples datore för attapple bryr sig o...
Med tjänster uppstår ett behov av att designa i tid  – storytelling, scenarios och storyboarding                          ...
Fånga, FörtyDliga och överFöra meningStorytelling.
SpelFlow, DeltaganDe, engagemang och motivation
inre och yttre motivation
motivationDrawing on four decades of scientific research on human motivation,pink exposes the mismatch between what scienc...
The Innovation StackYears ofcompetitive advantageCompetitive lead-timerelatively short                                    ...
Research, avgränsningoch problemformulering
Kvalitativ semistrukturerad basintervju   Deltagande observation
PersonasNär vi träffar en person, när personen blir verklig, anpassar vi vårt berättande naturligt till personen.Ett sätt ...
Master Mirjam – vill hitta en bra master                                    Om Mirjam                                     ...
Personasberättelser
Customer Journey Mapping och Service blueprint
Förstå och beskriva densocio-kulturella kontexten
Visualisera spelplanen – förstå den    socio-kulturella berättelsen
Avgränsning och problemformulering               Kunder            Vad är önskvärt?           Affärsmodell             Vad...
Strategi och lösning
Utforskande resa istället för en linjär process,där medarbetare, intressenter och kunder är med
Pappersprototyper i workshops
Tjänstescenarios
Tjänstescenarios
Kundtester i ett tidigt skede
Fullskaliga modeller
Prototyp av system för handel med  utsläppsrätter i form av ett spel
Ny strategi
Ny organisationsmodell
Ny organisationsmodell
Vad är en tjänst?
Jordbruksekonomi   Industriell ekonomi   Tjänsteekonomi      6%                 30,6 %             64,4 %                 ...
Colour KeyKälla: CIA, 2006
Differentierad                                                      Kundanpassning                           relevant     ...
Tjänster, betalar för att få en rad aktiviteter utförda på beställning
Upplevelser, betalar för sitt eget engagemang      och den minnevärda händelsen
Transformations, betalar för förändring  och helst en bestående förändring
Tre sorters kvalitéer avgör tjänsteupplevelsen, och dessa bör            vara integrerade för att upplevas äkta           ...
Äkta upplevelser skapar lojalitet- men tjänsten i sig står inte för hela upplevelsen utan är beroende av samspelet med kom...
Differentierad                                                      Kundanpassning                           relevant     ...
Tjänste- ochupplevelseekonomin
Upplevelseekonomi- äkthet är dominerande köpdrivkraft                                        Meaning: purchasing on the   ...
Äkthet: Köp baseras på självbildKvalitet i upplevelseekonomin är äkthet En gnutta ”fake” kan ruinera det äkta             ...
“The authenticity paradox.Everything is fake, fake, fake!”
Success factors when rendering authenticity                                                                               ...
Success factors when rendering authenticity                                                                               ...
Success factors when rendering authenticity                                                                               ...
Success factors when rendering authenticity                                                                               ...
Success factors when rendering authenticity                                                                               ...
Success factors when rendering authenticity                                                                               ...
Pervasive gamesUse reality and technology to stage meaningful, engagingand sometimes transformational experiences         ...
7 | © 2010 The Story Lab AB | 09-10-23   |
8 | © 2010 The Story Lab AB | 09-10-23   |
9 | © 2010 The Story Lab AB | 09-10-23   |
10 | © 2010 The Story Lab AB | 10-11-17   | Design Thinking & Pervasive games | GM 2020
11 | © 2010 The Story Lab AB | 10-11-17                                                            © Andrew Sorcini, aka m...
12 | © 2010 The Story Lab AB | 10-11-17   | Design Thinking & Pervasive games | GM 2020
Från TV-serie till din vardag           09-10-23              Exempel: Sveriges Television ”De drabbade”                  ...
Why?14 | © 2010 The Story Lab AB | 10-11-17   | Design Thinking & Pervasive games | GM 2020
Because it is authentic        15 | © 2010 The Story Lab AB | 10-11-17   | Design Thinking & Pervasive games | GM 2020
With design strategies ofPervasive Games       16 | © 2010 The Story Lab AB | 10-11-17   | Design Thinking & Pervasive gam...
Mental patterns                                                      Meaning360°Self imagesSystems for               Desig...
"Instead of providing gamers with betterand more immersive alternatives to reality,I want all of us to become responsible ...
Thank you!THE STORY LABKungsgatan 26, 1 vån111 35 Stockholm, Swedeninfo@thestorylab.sewww.thestorylab.se+46 (0)8 723 15 10...
Design thinking & storytelling - föreläsning på Avega Group av Mathias Gullbrandson, The Story Lab
Design thinking & storytelling - föreläsning på Avega Group av Mathias Gullbrandson, The Story Lab
Design thinking & storytelling - föreläsning på Avega Group av Mathias Gullbrandson, The Story Lab
Design thinking & storytelling - föreläsning på Avega Group av Mathias Gullbrandson, The Story Lab
Design thinking & storytelling - föreläsning på Avega Group av Mathias Gullbrandson, The Story Lab
Design thinking & storytelling - föreläsning på Avega Group av Mathias Gullbrandson, The Story Lab
Design thinking & storytelling - föreläsning på Avega Group av Mathias Gullbrandson, The Story Lab
Design thinking & storytelling - föreläsning på Avega Group av Mathias Gullbrandson, The Story Lab
Design thinking & storytelling - föreläsning på Avega Group av Mathias Gullbrandson, The Story Lab
Design thinking & storytelling - föreläsning på Avega Group av Mathias Gullbrandson, The Story Lab
Design thinking & storytelling - föreläsning på Avega Group av Mathias Gullbrandson, The Story Lab
Design thinking & storytelling - föreläsning på Avega Group av Mathias Gullbrandson, The Story Lab
Design thinking & storytelling - föreläsning på Avega Group av Mathias Gullbrandson, The Story Lab
Design thinking & storytelling - föreläsning på Avega Group av Mathias Gullbrandson, The Story Lab
Design thinking & storytelling - föreläsning på Avega Group av Mathias Gullbrandson, The Story Lab
Design thinking & storytelling - föreläsning på Avega Group av Mathias Gullbrandson, The Story Lab
Design thinking & storytelling - föreläsning på Avega Group av Mathias Gullbrandson, The Story Lab
Design thinking & storytelling - föreläsning på Avega Group av Mathias Gullbrandson, The Story Lab
Design thinking & storytelling - föreläsning på Avega Group av Mathias Gullbrandson, The Story Lab
Design thinking & storytelling - föreläsning på Avega Group av Mathias Gullbrandson, The Story Lab
Design thinking & storytelling - föreläsning på Avega Group av Mathias Gullbrandson, The Story Lab
Design thinking & storytelling - föreläsning på Avega Group av Mathias Gullbrandson, The Story Lab
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Design thinking & storytelling - föreläsning på Avega Group av Mathias Gullbrandson, The Story Lab

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A lecture on Design Thinking and storytelling as methods for business innovation by Mathias Gullbrandson, The Story Lab

The lecture was hold 2011-05-12 during 4 hours at Avega Group, Stockholm, on the theme - Agile development. This presentation is made in Swedish and English.

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Design thinking & storytelling - föreläsning på Avega Group av Mathias Gullbrandson, The Story Lab

  1. 1. Design Thinking och storytelling som metoder för affärs- och erbjudandeutveckling
  2. 2. Det var en gång senhösten år 2001...
  3. 3. The Story Lab arbetar med affärs- och erbjudandeutveckling för företag i en tjänste- och upplevelseekonomi
  4. 4. Affärs- Kommunikationutveckling Erbjudande – som engagerar och skapar storytelling
  5. 5. ”If growth is what you’re after, you won’t learn muchfrom complex measurements of customer satisfaction orretention. You simply need to know what your customerstell their friends about you.””The only path to profitable growth may lie in a company’sability to get its loyal customers to become, in effect, itsmarketing department.” Frederick F. Reichheld
  6. 6. Design Thinking vstraditionell affärsutveckling
  7. 7. Många (70%) strategiska initiativ når inte sina mål.* * ) Charan & Colvin , Dalton, Vickers m.fl. – – Det där vill jag vara med på! – Jag förstår inte! –
  8. 8. “You can analyze the past, but you have to design the future” Edward De Bono
  9. 9. Design + ThinkingKänsla, intuition Rationalitet ochoch inspiration analys Roger Martin, Professor Management Strategies, University of Toronto
  10. 10. ”A discipline that uses the designer’s sensibility and met-hods to match people’s needs with what is technologicallyfeasible and what is a viable business strategy can convertinto customer value and market opportunity.” Tim Brown, CEO IDEO
  11. 11. Design Thinking Traditionell affärsutveckling Utforska nya mysterium Exploatera vad vi redan vet Söker efter att bevisa Väljer pålitliga lösningar lösningen (validity) Kvalitativ research Kvantitativ research Design Thinking Traditionell affärsutveckling Bygger idéer Diskuterar idéerStrategi och lösning Abduktivt resonemang Deduktivt/induktivt resonemang – ”hur kan det vara om?” – ”vad är rätt och fel?” En mer utforskande process Linjär milstolpebaserad process Medskapande mellan experter, Experter på affärsutveckling medarbetare och kunder En absolut lösning Riktlinjer som ska implementeras Kundvärdet som utgångspunkt Ekonomin som utgångspunkt
  12. 12. Design Thinking - hur design thinking bäst kan användas för att skapa kon- kurrensfördelar i en tjänste- och upplevelseekonomi DeSign Kvalitet i varje touch- point i kundens resa genom upplevelsen Storytelling SpelFånga, förtydliga och Flow, deltagande, överföra mening engagemang, motivation och lojalitet
  13. 13. Design- att designa i 3D- produktdesign och arkitektur
  14. 14. Kvalité i varje touchpoint i KunDenS reSa genomupplevelSen
  15. 15. beSlutSFattanDe viD varje touchpoint external internal information information conciousness emotional habitual SenSeS Filter Filter memorieS input needs time
  16. 16. Kvalité i varje touchpoint i KunDenS reSa genomupplevelSen - arbetSplatSen interna möten externa möten Digitala möten installationsplatser ...
  17. 17. SpegeleFFeKten - ju mer man bryr Dig DeSSto merKommer anDra bry Sig...vi bryr oss om apples datore för attapple bryr sig om sina datorer.vi bryr oss mer om ett café omcaféägaren bryr sig mycket om sitt café
  18. 18. Med tjänster uppstår ett behov av att designa i tid – storytelling, scenarios och storyboarding ”Akiko and her husband starts their Saturday cleaning their home. They are newly married and enjoy their nice mansion apartment. When they are done, they surf the Internet for good wines and other things to buy. Then they go shopping according to a plan, buying some of the things they found good prices for in the web search. They fill the boot of the car with groceries and other things.” [snapshot 1]
  19. 19. Fånga, FörtyDliga och överFöra meningStorytelling.
  20. 20. SpelFlow, DeltaganDe, engagemang och motivation
  21. 21. inre och yttre motivation
  22. 22. motivationDrawing on four decades of scientific research on human motivation,pink exposes the mismatch between what science knows and what business does.while carrots and sticks worked successfully in the twentieth century,that’s precisely the wrong way to motivate people for today’s challenges.there are three elements of true motivation—autonomy, mastery, and purpose.
  23. 23. The Innovation StackYears ofcompetitive advantageCompetitive lead-timerelatively short Hamel, 2007 Harvard Business Review
  24. 24. Research, avgränsningoch problemformulering
  25. 25. Kvalitativ semistrukturerad basintervju Deltagande observation
  26. 26. PersonasNär vi träffar en person, när personen blir verklig, anpassar vi vårt berättande naturligt till personen.Ett sätt att lyckas med det i masskommunikation är att arbeta med fiktiva personer – personas.
  27. 27. Master Mirjam – vill hitta en bra master Om Mirjam Om Stockholms universitet och deras kommunikationNamn, ålder, Gör på dagarna Gör på fritiden Drivkraft, Kommunikatio Kännedom om Varför  SU?   Om  SUs   Budskap  –   Lämpliga  bostad önskan om nsformer SU kommunika2on   huvudbudskap   beräAelser     framtiden och och  anpassat   oro budskap  •  Mirjam •  Skriver •  Hänger med •  Ett bra jobb •  Mobil •  Vet att SU •  Stockholm •  Läser på •  Forskning på •  När jag kandidatupps kursarna och eller finns har stor webben om högsta nivå gjorde mitt•  27 år och •  Mejl ats i kemi surfar runt på eventuellt arbetsmarka olika – ett ledande val till bor i och jobbar på olika forskning. •  Facebook nd och nära mastersalter forskningsun universitetet Karlstad OKQ8 Mastersutbild till Uppsala nativ iversitet •  Först en bra •  MSN •  Då insåg jag ningar. Lund, mastersutbild •  Forskning i •  SU har en att… London och •  Webb ning med världsklass riktigt bra Stockholm uppsats på en inom kemi master och lockar. arbetsplats. en stor arbetsmarkn •  Orolig för att ad nära. inte få jobb efter utbildningen.Typiska citat:”Stockholm lockade för här fanns större utbud av föreningsliv. Jag hade kompisar som flyttat hit””En master här är billig och ganska bra säger kursarna som pluggat utomlands tidigare.””Jag börjar tänka mer på vad som händer sen, efter utbildningen. Vilka jobb som finns och så.”
  28. 28. Personasberättelser
  29. 29. Customer Journey Mapping och Service blueprint
  30. 30. Förstå och beskriva densocio-kulturella kontexten
  31. 31. Visualisera spelplanen – förstå den socio-kulturella berättelsen
  32. 32. Avgränsning och problemformulering Kunder Vad är önskvärt? Affärsmodell Vad är hållbart? Tekniskt och kulturellt Vad är möjligt?
  33. 33. Strategi och lösning
  34. 34. Utforskande resa istället för en linjär process,där medarbetare, intressenter och kunder är med
  35. 35. Pappersprototyper i workshops
  36. 36. Tjänstescenarios
  37. 37. Tjänstescenarios
  38. 38. Kundtester i ett tidigt skede
  39. 39. Fullskaliga modeller
  40. 40. Prototyp av system för handel med utsläppsrätter i form av ett spel
  41. 41. Ny strategi
  42. 42. Ny organisationsmodell
  43. 43. Ny organisationsmodell
  44. 44. Vad är en tjänst?
  45. 45. Jordbruksekonomi Industriell ekonomi Tjänsteekonomi 6% 30,6 % 64,4 % Källa: CIA, 2009
  46. 46. Colour KeyKälla: CIA, 2006
  47. 47. Differentierad Kundanpassning relevant vägleda förändring Kundanpassning iscensätta Kommodifiering upplevelser Konkurrens- Kundanpassning Kundbehov position leverera Kommodifiering tjänster Kundanpassning tillverka Kommodifiering produkter icke icke-relevantdifferentierad utvinna Kommodifiering råvaror marknad pris premium Gilmore & Pine, 1999, Harvard Business School
  48. 48. Tjänster, betalar för att få en rad aktiviteter utförda på beställning
  49. 49. Upplevelser, betalar för sitt eget engagemang och den minnevärda händelsen
  50. 50. Transformations, betalar för förändring och helst en bestående förändring
  51. 51. Tre sorters kvalitéer avgör tjänsteupplevelsen, och dessa bör vara integrerade för att upplevas äkta FunKtionella Kvalitén hur utförs tjäns- ten? med vilket en- gagemang? teKniSK Kvalité platSenS vad är det som utförs, Kvalité produceras? var utförs tjänsten?
  52. 52. Äkta upplevelser skapar lojalitet- men tjänsten i sig står inte för hela upplevelsen utan är beroende av samspelet med kommunikatio- nen med kunderna och medarbetarnas engagemang tjänSten Den specifika tjänstens utform- ning marKnaDS- meDarbetarnaS KommuniKation engagemang
  53. 53. Differentierad Kundanpassning relevant vägleda förändring Kundanpassning iscensätta Kommodifiering upplevelser Konkurrens- Kundanpassning Kundbehov position leverera Kommodifiering tjänster Kundanpassning tillverka Kommodifiering produkter icke icke-relevantdifferentierad utvinna Kommodifiering råvaror marknad pris premium Gilmore & Pine, 1999, Harvard Business School
  54. 54. Tjänste- ochupplevelseekonomin
  55. 55. Upplevelseekonomi- äkthet är dominerande köpdrivkraft Meaning: purchasing on the basis of lasting consequences beyond the consumption Authenticity: purchasing on the basis of conforming to self image Quality: purchasing on the basis of excelling in product performance Cost: purchasing on the basis of obtaining an affordable price Availability: purchasing on the basis of accessing a reliable support CIA, 2006 Harvard, 2007
  56. 56. Äkthet: Köp baseras på självbildKvalitet i upplevelseekonomin är äkthet En gnutta ”fake” kan ruinera det äkta Äkta ≠ Sant
  57. 57. “The authenticity paradox.Everything is fake, fake, fake!”
  58. 58. Success factors when rendering authenticity Positive Communication Economy Leadership psychology The business imperative in experience Authentic happiness drives from A company’ reputation is a result economy is render authenticity and Life changing and meaningful positive feelings that arise fromAuthentic if two things; its own actions and management of the customer perception for moments in life create meaning using (authentic experience) my ownExperience behaviours, and the perception of authenticity become the primary new and fuel to be an leader. signature strengths and upon virtue, its key audiences. source of competitive advantage spontaneously. 0 | © 2010 The Story Lab AB | 10-11-03 | Design Thinking och storytelling | Seminarium
  59. 59. Success factors when rendering authenticity Positive Communication Economy Leadership psychology The business imperative in experience Authentic happiness drives from A company’ reputation is a result economy is render authenticity and Life changing and meaningful positive feelings that arise fromAuthentic if two things; its own actions and management of the customer perception for moments in life create meaning using (authentic experience) my ownExperience behaviours, and the perception of authenticity become the primary new and fuel to be an leader. signature strengths and upon virtue, its key audiences. source of competitive advantage spontaneously. Both consumers and business to business customers now purchasing offerings, not Individuals identification with a Focus on self image without selfSelf image / only based on availability, affordability and “Leadership demands the brand is crucial for the effect of awareness decrease capacity forawareness communication excellence in product performance, the expression of a authentic self”. development purchase is based on how well it conform to their self-image 1 | © 2010 The Story Lab AB | 10-11-03 | Design Thinking och storytelling | Seminarium
  60. 60. Success factors when rendering authenticity Positive Communication Economy Leadership psychology The business imperative in experience Authentic happiness drives from A company’ reputation is a result economy is render authenticity and Life changing and meaningful positive feelings that arise fromAuthentic if two things; its own actions and management of the customer perception for moments in life create meaning using (authentic experience) my ownExperience behaviours, and the perception of authenticity become the primary new and fuel to be an leader. signature strengths and upon virtue, its key audiences. source of competitive advantage spontaneously. Both consumers and business to business customers now purchasing offerings, not Individuals identification with a Focus on self image without selfSelf image / only based on availability, affordability and “Leadership demands the brand is crucial for the effect of awareness decrease capacity forawareness communication excellence in product performance, the expression of a authentic self”. development purchase is based on how well it conform to their self-image Employees today seeking When people become engaged because the meaning in their work, and your strengths and virtue must bePlayful / Meaning and playfulness make experience is playful or meaningful, they meeting quartly earning anchored in something larger, ameaningful your message viral experience it as authentic and valuable. expectations can ruined long- meaning and purpose. term shareholder value. 2 | © 2010 The Story Lab AB | 10-11-03 | Design Thinking och storytelling | Seminarium
  61. 61. Success factors when rendering authenticity Positive Communication Economy Leadership psychology The business imperative in experience Authentic happiness drives from A company’ reputation is a result economy is render authenticity and Life changing and meaningful positive feelings that arise fromAuthentic if two things; its own actions and management of the customer perception for moments in life create meaning using (authentic experience) my ownExperience behaviours, and the perception of authenticity become the primary new and fuel to be an leader. signature strengths and upon virtue, its key audiences. source of competitive advantage spontaneously. Both consumers and business to business customers now purchasing offerings, not Individuals identification with a Focus on self image without selfSelf image / only based on availability, affordability and “Leadership demands the brand is crucial for the effect of awareness decrease capacity forawareness communication excellence in product performance, the expression of a authentic self”. development purchase is based on how well it conform to their self-image Employees today seeking When people become engaged because the meaning in their work, and your strengths and virtue must bePlayful / Meaning and playfulness make experience is playful or meaningful, they meeting quartly earning anchored in something larger, ameaningful your message viral experience it as authentic and valuable. expectations can ruined long- meaning and purpose. term shareholder value. “Either you’are going to tell Storytelling help people to create a "In the next century, the winners of the All authentic leaders tells about stories that spread, or you will coherent sense and meaning of howStorytelling economy will be the products and services authentic experiences which become irrelevant” A great story things works at a large and small that express the most compelling stories." guide them where to go. is true. scale of life. 3 | © 2010 The Story Lab AB | 10-11-03 | Design Thinking och storytelling | Seminarium
  62. 62. Success factors when rendering authenticity Positive Communication Economy Leadership psychology The business imperative in experience Authentic happiness drives from A company’ reputation is a result economy is render authenticity and Life changing and meaningful positive feelings that arise fromAuthentic if two things; its own actions and management of the customer perception for moments in life create meaning using (authentic experience) my ownExperience behaviours, and the perception of authenticity become the primary new and fuel to be an leader. signature strengths and upon virtue, its key audiences. source of competitive advantage spontaneously. Both consumers and business to business customers now purchasing offerings, not Individuals identification with a Focus on self image without selfSelf image / only based on availability, affordability and “Leadership demands the brand is crucial for the effect of awareness decrease capacity forawareness communication excellence in product performance, the expression of a authentic self”. development purchase is based on how well it conform to their self-image Employees today seeking When people become engaged because the meaning in their work, and your strengths and virtue must bePlayful / Meaning and playfulness make experience is playful or meaningful, they meeting quartly earning anchored in something larger, ameaningful your message viral experience it as authentic and valuable. expectations can ruined long- meaning and purpose. term shareholder value. “Either you’are going to tell Storytelling help people to create a "In the next century, the winners of the All authentic leaders tells about stories that spread, or you will coherent sense and meaning of howStorytelling economy will be the products and services authentic experiences which become irrelevant” A great story things works at a large and small that express the most compelling stories." guide them where to go. is true. scale of life. A billion people has a mobile Transform from “I” to “We”, and Vital engagement is about connecting phone with a video camera and that “we” is build up by both a persons inner drive to activities, aCo-creation Co-creation increase loyalty are ready to record and post leaders and followers tradition (story and rituals) and a everything that they it is thrilling. authenticity. community 4 | © 2010 The Story Lab AB | 10-11-03 | Design Thinking och storytelling | Seminarium
  63. 63. Success factors when rendering authenticity Positive Communication Economy Leadership psychology The business imperative in experience Authentic happiness drives from A company’ reputation is a result economy is render authenticity and Life changing and meaningful positive feelings that arise fromAuthentic if two things; its own actions and management of the customer perception for moments in life create meaning using (authentic experience) my ownExperience behaviours, and the perception of authenticity become the primary new and fuel to be an leader. signature strengths and upon virtue, its key audiences. source of competitive advantage spontaneously. Both consumers and business to business customers now purchasing offerings, not Individuals identification with a Focus on self image without selfSelf image / only based on availability, affordability and “Leadership demands the brand is crucial for the effect of awareness decrease capacity forawareness communication excellence in product performance, the expression of a authentic self”. development purchase is based on how well it conform to their self-image Employees today seeking When people become engaged because the meaning in their work, and your strengths and virtue must bePlayful / Meaning and playfulness make experience is playful or meaningful, they meeting quartly earning anchored in something larger, ameaningful your message viral experience it as authentic and valuable. expectations can ruined long- meaning and purpose. term shareholder value. “Either you’are going to tell Storytelling help people to create a "In the next century, the winners of the All authentic leaders tells about stories that spread, or you will coherent sense and meaning of howStorytelling economy will be the products and services authentic experiences which become irrelevant” A great story things works at a large and small that express the most compelling stories." guide them where to go. is true. scale of life. A billion people has a mobile Transform from “I” to “We”, and Vital engagement is about connecting phone with a video camera and that “we” is build up by both a persons inner drive to activities, aCo-creation Co-creation increase loyalty are ready to record and post leaders and followers tradition (story and rituals) and a everything that they it is thrilling. authenticity. community Digital information has created a The person need to be connected global playing field of People no longer accept fake offerings; they to a transparent larger whole toTransparancy unpredicted transparency and want real offerings from genuinely Mastery and autonomity generate learnings from actions radically democratized access to transparent sources. and realise the persons potential. information . 5 | © 2010 The Story Lab AB | 10-11-03 | Design Thinking och storytelling | Seminarium
  64. 64. Pervasive gamesUse reality and technology to stage meaningful, engagingand sometimes transformational experiences 6 | © 2010 The Story Lab AB | 10-11-17 | Design Thinking & Pervasive games | GM 2020
  65. 65. 7 | © 2010 The Story Lab AB | 09-10-23 |
  66. 66. 8 | © 2010 The Story Lab AB | 09-10-23 |
  67. 67. 9 | © 2010 The Story Lab AB | 09-10-23 |
  68. 68. 10 | © 2010 The Story Lab AB | 10-11-17 | Design Thinking & Pervasive games | GM 2020
  69. 69. 11 | © 2010 The Story Lab AB | 10-11-17 © Andrew Sorcini, aka mrbabymn | Design Thinking & Pervasive games | GM 2020
  70. 70. 12 | © 2010 The Story Lab AB | 10-11-17 | Design Thinking & Pervasive games | GM 2020
  71. 71. Från TV-serie till din vardag 09-10-23 Exempel: Sveriges Television ”De drabbade” 13 | © 2010 The Story Lab AB | |
  72. 72. Why?14 | © 2010 The Story Lab AB | 10-11-17 | Design Thinking & Pervasive games | GM 2020
  73. 73. Because it is authentic 15 | © 2010 The Story Lab AB | 10-11-17 | Design Thinking & Pervasive games | GM 2020
  74. 74. With design strategies ofPervasive Games 16 | © 2010 The Story Lab AB | 10-11-17 | Design Thinking & Pervasive games | GM 2020
  75. 75. Mental patterns Meaning360°Self imagesSystems for Design EngagementCo-creationCulture thinking MotivationNew behaviours StorytellingTransformativeexperiences Word of mouth 17 | © 2010 The Story Lab AB | 10-11-17 | Design Thinking & Pervasive games | GM 2020
  76. 76. "Instead of providing gamers with betterand more immersive alternatives to reality,I want all of us to become responsible forproviding the world with a better and moreimmersive reality.” Jane McGonigal, Pervasive game designer 18 | © 2010 The Story Lab AB | 10-11-17 | Design Thinking & Pervasive games | GM 2020
  77. 77. Thank you!THE STORY LABKungsgatan 26, 1 vån111 35 Stockholm, Swedeninfo@thestorylab.sewww.thestorylab.se+46 (0)8 723 15 10 19 | © 2010 The Story Lab AB | |

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