2. 2017 FUTURE CREATION BY-DESIGN THINKING: UNIVERSITY
2030
First
half
9:00-9:20 Opening
9:20-9:50 Perspectives
9:50-10:20 Opportunity
10:20-10:30 Break
Latter
half
10:30-10:45 Skit
10:45-11:05 Vision & Ecosystem
11:05-11:35 High-level Business case
11:35-12:00 Final presentation & Nest step
2
3. 70% GLOBAL ROLE, 75% LEADER’S ROLE
INTRODUCTION
▸2015 – Present Professor
Tokyo University of
Technology, Graduate School
of Entrepreneurship, Tokyo,
Japan
▸2013 – 2015 Professor
Waseda University, Center for
Research Strategy, Tokyo,
Japan
▸-2012 Senior Manager at IBM
Japan, Tokyo Research,
Service Research
▸ Fellow Japan Science and Technology Agency
▸ Strategist at IBM Asia Pacific Technical Operations Tokyo
▸ Research Member at IBM Watson Research Center, NY, USA
▸ Senior Manager at IBM Japan, Service Research
▸ Strategist at Personal Systems at IBM Research
3
6. TRANSFORMING RESEARCH AREAS
FROM MATH/SYSTEM/IT TO MANAGEMENT
EDUCATION
▸2011 Ph.D., Management Tokyo University, Department of General Systems
Studies, Graduate School of Arts and Sciences, Tokyo Japan
▸“Research on Service Innovation in Knowledge-Intensive Services: Analysis based
on Value Co-creation”
▸1987 Masters of Science Tokyo Institute of Technology, Systems Science,
Interdisciplinary Graduate School of Science and Engineering, Tokyo, Japan
▸1985 B.S., Science Tokyo Institute of Technology, Information Sciences, Tokyo,
Japan
philosophical
gap
math
system
IT
manegement
6
7. KAKENHI 2016-2019
CURRENT RESEARCH AGENDA
How to create service innovation systematically
Service Design X Management
1. How advanced companies are creating service innovation?
‣ organizations (climate, goals, evaluation)
‣ methodologies (methods, process, programs)
2. Develop service design methods for future creation
3. Apply the methods and identify issues for the further research
7
13. SERVICE ECONOMY
INNOVATION AND DESIGN FOCUS
1950 - 1970 - 1980 - 1990 - 2000 -
Source of
innovation
Technology
Technology push
model (Bush 1945),
Dosi 1982),
Rothwell
1992,1994)
Chain-linked
model (1970-
Kline and
Rosenberg 1986),
Gate keeper (Allen
1977)
Mode 1 & Mode 2
(Gibbons, et al.
1994),
Service innovation
(Sundbo 1994,
Edvardssin and
Olsson 1996, Gallouj
1998)
Open Innovation
(Chesbrough 2003),
Service Science,
Management,
Engineering and
Design (2004-)Non-
technology
(market)
Market pull model
(Schmookler 1966,
Scherer 1982)
User
innovation
von Hippel
(1988)
Design focus
Industrial products (William Morris, Bauhaus, Post modern, IDEO, d.school)
Service products (Shostack 1984,
Bitner 1992, Erlhoff, Merger,
Manzini 1997), Interaction (Holmlid
2007)
Service Systems
PSS (Morelli
2002), Service
system (The
Science of
Service Systems
2011)
13
14. SAWATANI, Y, AND NIWA, K., “SERVICE SYSTEMS FRAMEWORK FOCUSING ON VALUE
CREATION: CASE STUDY”, INTERNATIONAL JOURNAL OF WEB ENGINEERING AND
TECHNOLOGY, VOL. 5, NO. 3, 2009, PP.313-326.
WHICH KNOWLEDGE ARE IMPORTANT FOR
SERVICE INNOVATION?
14
15. SAWATANI, Y., FUJIGAKI, Y., “TRANSFORMATION OF R&D INTO A DRIVER OF SERVICE
INNOVATION: CONCEPTUAL MODEL AND EMPIRICAL ANALYSIS”, JOURNAL OF SERVICE
SCIENCE, INFORMS, VOL. 6, ISSUE 1, MARCH 2014, PP. 1-14.
SERVICE RESEARCH MODEL FOR VALUE CO-
CREATION
New service
system realization
Value co-
creation
New research
theme creation
Site Sphere
R&D activities Mutual
understanding of
R&D and site
R&D Sphere
Value co-
creation
Sphere
H3 H2
H4
H1
.45**
.49**
.53**
.60**
15
16. ON DEMAND INNOVATION SERVICE (IBM) EXAMPLES OF
SERVICE SCIENCE RESEARCH THEMES
Service quality
Business modeling
Social modeling
Text mining
Mathematical scienceInformation technologyData science
Optimization
domain knowledge
Quality analysis
Business strategy
CRM
Risk analysis
Service system modeling
Voice technology
CSAT analysis
Software enquiring
System software
Psychology
SCM
R&D outputs
New research
theme
Service provider support
Natural language processing
Problem determination
Business evaluation methods
Service value evaluation methods
Environment/traffic simulation
Brand analysis
Network analysis
Simulation
Behavior analysis
Research management
16
17. INCREASING COMPLEXITY
SERVICE SYSTEM VIEWPOINTS
Complexities
Systems Simple/closed Complex/open
Jackson (System of Systems
Methodologies (SOSM))
Interactions
Interactions Value proposition based Governance based Spohrer, et al.
Value sharing
condition
Unitary Pluralist Coercive
Jackson (System of Systems
Methodologies (SOSM))
Scopes
System layer Micro: People Meso: OrganizationMacro: Social systems S3FIRE
Layer of design
Components,
Products
(Traditional
designing)
Systems
Community (Political
and social aspects)
Jones
Ref: Spohrer, J. C., Demirkan, H., and Krishna, V., 2011, Service and Science, In H. Demirkan, J.C. Spohrer and V. Krishna, Eds. The Science of Service Systems, Springer, pp.325-358.
Sawatani, Y., Arai, T., and Murakami, T., Creating Knowledge Structure for Service Science, 2013, PICMET
Jackson, Michael C., 2003, Systems Thinking: Creative Holism for Managers, John Wiley & Sons Ltd., UK
Ueda, K., Takenaka, T., Vancza, J., and Monostori, L., 2009, Value creation and decision-making in sustainable society, CIRP Annuals, Manufacturing Technology 58, pp.681-700
Jones, C.,1992, DESIGN METHODS, John Wiley & Sons.
17
18. HUMAN CENTERED COMPLEX SYSTEM
FRAMEWORK FOR SERVICE SYSTEM
DESIGN
Closed system Open system
Systems with value sharing condition
Shared Conflicted
System
layer
Micro: People
Meso:
Organization
Macro: Social
systems
SERVICE PRODUCTS
INDUST
RIAL
PRODU
CTS
EXPANDED TARGET AREA
SERVICE SYSTEM
18
19. LONG-TERM INNOVATION DEVELOPMENT
2-3 YEARS TO 5-10 YEARS TO DEVELOP
SOLUTIONS
Existing
Frontiers
Market
Future creation R&D
‣ Strategic Foresight
‣ GIO (Global Innovation
Outlook)
‣ Market interaction using
GTO
Advanced technology R&D
‣ Strategic Foresight
‣ GTO (Global Technology
Outlook)
Incremental R&D
‣ Design Thinking
‣ Joint Program with
Product Organization
New market development
‣ Design Thinking
‣ FOAK (First Of A Kind)
‣ Relationship manager as
a gatekeeper
Exploitation Exploration
R&D Activities
19
21. テキスト
IDEO: INNOVATION = INTERSECTION OF HUMAN,
TECHNOLOGY AND BUSINESS
Ref: http://www.ideo.com/about/
Business
Viability
Technical
Feasibility
Human
Desirability
Innovation
21
22. テキスト
IMPACTS ON SYSTEM DESIGN
CHALLENGES
Service
System
Strategic
Foresight
Technical
Innovation
22
23. テキスト
NEW METHODS ARE INTRODUCED TO FILL
THE GAPS
Service System
Strategic Foresight
Technical
Context
Map
Generational Arcs
Progression
Curves
White Spots
Mockups
KJ Method
Story Telling
Service System Modeling
High-level Business Case
Team & Vision
Service Design
23
24. Service System Modeling
Service System Ecology (Ref: Spohrer and Maglio
2009)
Ecology
Elements
Interaction
(Network)
Value proposition
based interactions
Stakeholders
Metrics
Resources
Access rights
Governance
mechanism based
interactions
Outcomes
Win-Win
Win-Lose
Lose-Win
Lose-Lose
People
Organization
Information
Technology
24
26. Digital content aggregation pattern
(digital content + content aggregation pattern + sw/device provider)
purchased
music
Applications
Market
Content
Devices
purchased
device
Market provider Customer
Content provider
New ExperienceNew business model
Device provider
New Solution
New business model
SW provider
26
27. Service innovation case study: Music1
Access &
download
New Solution
Technology Adoption to new area
PC
Applications Market
Music
Appliances purchase
search
Listen
Enterprise
Customer
Music Corp.
New Experience
New business model
New business model
Market provider
Content provider
SW/Device provider
27
28. Service innovation case study: Music2
Access &
download
New Solution
Music
Applications Market
Music
Appliances purchase
search
Listen
Enterprise
Customer
Music Corp.
New Experience
New business model
New business model
Market provider
Content provider
SW/Device provider
28
29. Service innovation case study: TV programs
Auto
download
Technology
Applications Menu
TV program
TV
Recorder
Profile
setting
search
watch
Customer
New business model
TV station
User Experience
New business model
Market provider
Content provider
Enterprise
New Solution
SW/Device provider
29
30. FUTURE CREATION BY
DESIGN THINKING
Strategic Foresight & Innovation
Workshop
11/22-23/2014 2days
Future Creation by Design thinking
11/29/2014-1/31 8 times × 3 hours
30
32. Laurea University of
Applied Sciences
MBA Service Innovation and
Design
• Design thinking
• Service logic based strategic
management
• New service development and
innovative business models
• Deep customer insights
• Service design process and
methods
• Future thinking and foresight
methodologies
• Thesis
• Elective (business and leadership
competences, advances
competences in service innovation
and design, operational skills)
32
34. Royal College of Art
• Industrial Design , Innovation RCA
• Service Design (Design 70%, Business
20%, S&T 10%)
• Start from Design London (2005)
34
35. Life / Work
• Service Design Consulting Firm (2008-)
• Consulting globally, Thailand Railway, Finland
Lift
35
40. Servitization of manufacturing companies:
Changing competence via the shift of provided
value
Ref: Discussion with Lasse Mitronen, AALTO University and Yuriko Sawatani, Waseda University.
ProcessProduct System
Provided Value
Competence
Product
System design
Human design
Product selling (ex. elevator)
Product maintenance (ex. elevator maintenance)
System design around a
product (ex. mobility design)
flow of people, space design
IT, censor, monitoring
learning, prediction
40
44. Phase I: Perspective
44
PERSPECTIVE OPPORTUNITY SOLUTION TEAM VISION
Perspective gives you a broad frame of reference, holding
up a mirror to the past so you may better anticipate the
future
Questions that drive this phase:
• What is the bigger context for the topic we are interested in?
• What historical events, industry actions, and societal movements
can be identified as drivers?
• When reviewing previous inventions and opportunities, what
similarities in timing and adoption exist today?
Innovation Leadership Board LLC
45. 3 methods for perspective
45
Context Maps
identify the main
dimensions of
your current
problem or
opportunity
space
Progression
Curves put event
timelines, industry
lifecycles, and
other develop-
ments in context
Janus Cones
let you to view
multiple,
overlapping, and
intersecting
events in a single
framework
Innovation Leadership Board LLC
46. Context Maps
What is it
Context Maps capture the
themes that emerge when
discussing complex
problems.
When to use it
• To pursue an entirely new
area of research
• To find group agreement
on the important aspects
of a problem
• To gain fast background
for a particular topic
46Innovation Leadership Board LLC
47. Issues facing air freighters
Innovation Leadership Board LLC 47
Policy
changes
Environmental
awareness
Changing role
of humans
Network
congestion
48. Critical issues in cities
48
Source: Peter Hall and Ulrich Pfeiffer. 2000. Urban Future 21: A
Global Agenda for 21st Century Cities.Innovation Leadership Board LLC
49. Progression Curves
What is it
Progression Curves
represent the evolution of
changes in terms of
technological, social, and
other filters.
When to use it
• To understand the pattern
of events for a particular
topic and how these
events have led to its
current state
49Innovation Leadership Board LLC
52. Janus Cones
What is it
Janus Cones looks
backwards and forwards in
time to identify the timing of
historical events and how
timing affects potential future
events.
When to use it
• To become a fast expert of
your topic’s background
• To discern a possible
pattern of relationships
among many related (and
even unrelated) events
52Innovation Leadership Board LLC
53. American beliefs in driving
53Source: Stanford University, ME410, 2009Innovation Leadership Board LLC
54. FOOD
2009 food factory
2010 convenience store vegetable
2000 2010 2020
2016 amazon dash
2012 instacart
202x autodrive
2015 amazon alexa, google home
1997 cookpad, recipe site cookpad, coupon
2000 oicix
54
55. Team exercise
55
1. Identify a shared topic of interest with your team
2. Practice using methods to gain quick perspective
3. Present a short overview to your peers
Innovation Leadership Board LLC
57. Phase II: Opportunity
57
PERSPECTIVE OPPORTUNITY SOLUTION TEAM VISION
This phase develops an ability to see growth opportunities
that exist today and extend into the future by
understanding future customer changes
Questions that drive this phase:
• Which behaviors are emerging that will shape or influence new
opportunities in the future?
• Which major changes about people over time, such as population
movements and generational shifts, can we identify and under-
stand that affect future changes?
• What might we expect from future users and customers?
Innovation Leadership Board LLC
58. 3 methods for opportunity
58
Generational
Arcs views the
demographic
changes and
generational
views of a target
population
Future User
profiles your future
customer based on
what will (and will
not) change from
today’s customer
Futuretelling
uses live theater
to illustrate a
particular user
need as a
realistic scene
from the future
Innovation Leadership Board LLC
59. Generational Arcs
What is it
Generational Arcs is a
comparative method that
identifies and tracks
population changes in terms
of life stages and other
generational variables.
When to use it
• To evaluate a new market
or expected market change
• To anticipate major
disruptions in demographic
structures within a target
user population
• To analyze a different or
younger user base relative
to your current user base
59Innovation Leadership Board LLC
60. Three dominant generations
60
Age Today
Millennials
(1984 – 2003)
Baby
Boomers
(1946 – 1963)Generation X
(1964 – 1983)
U.S.Population
Source: U.S. CensusInnovation Leadership Board LLC
65. Future User
What is it
• Future User creates a
future profile of a user
within a targeted
demographic through the
comparative analysis of
similar groups over time
When to use it
• To expand the work of
existing user personas
• To identify the user needs
of a specific market
segment in the future
• To identify similarities and
differences in values,
attitudes, and behaviors
between two customer
generations
65Innovation Leadership Board LLC
66. Picking the right future customer
Sample questions to ask yourself:
• Which customer group would benefit most by change?
• Who are the biggest decision makers for us?
• Which group would be most strategic for our future
growth?
• Which group has the most influence or dominant impact
in our target demographics bracket?
Innovation Leadership Board LLC 66
67. A future car driver in India
67
1996 2008 2020
Sid
age 34
Nikhil
age 34
Siddhartha
age 22
Nikhil
age 22
Source: Neeraj Sonalkar, Stanford University, ME410, 2008Innovation Leadership Board LLC
68. Siddhartha today at age 22
Basic Profile
• 22 years old.
• Lives in a 3 bedroom apartment in Thane on the
outskirts of Mumbai with his parents.
• Father runs a business in logistics, mother is a
housewife.
• Finished his BBA (Bachelors in business
administration) from Mumbai University last year
and joined his father’s logistics business.
• Income = Rs. 500,000 (US$13,000)
Lifestyle
• Hangs out with friends from the apartment complex
in the clubhouse, or watches movies, cricket at
home.
• Goes to pubs with friends sometimes.
• Groceries and sundry household shopping is done
by domestic help.
Motivators & Beliefs
• Believes that business principles should be used in
government.
• Does not vote.
• Plans to give GMAT and attend a US university for
MBA, but has not started studying for it yet.
• Takes the availability of foreign brands for granted.
Has no memory of India before liberalization.
Consumption Habits
• Shops for Levis, Louis Philippe and other foreign
brands at Eternity mall in Thane.
• Owns a HP personal computer at home with
broadband access.
• Uses a Nokia N-gage cell phone.
• Drives a Hyundai Santro. Family also owns a
Skoda Octavia and Honda City.
68Source: Neeraj Sonalkar, Stanford University, ME410, 2008Innovation Leadership Board LLC
69. Life comparison at age 34
69
1996 2008 2020
Sid
age 34
Nikhil
age 34
Siddhartha
age 22
Nikhil
age 22
Similarities
• Both married and have children
• Purchased apt. after marriage
• Commute in chauffeur-driven car
• Domestic help takes care of sundry
shopping, cleaning and cooking
• Family owns a farmhouse
• Shop foreign brand apparel in nearby
malls
Differences
• Nikhil changed jobs, Sid rose to
top position in fathers company
• Nikhil lives alone, Sid lives with parents
• Farmhouse is ancestral land for Nikhil, a
novelty for Sid
Source: Neeraj Sonalkar, Stanford University, ME410, 2008Innovation Leadership Board LLC
70. Future Sid at age 34
Basic Profile
• 34 years old (born 1986)
• Managing director at the logistics firm started by his
father who is the chairman
• Married at 30, met wife at a friend’s wedding
• Wife works as an architect
• Has one child who is 2 years old
• Combined income: 2500,000 rupees
(~$62,500)
Lifestyle
• Moved with his parents into a bigger 5 bedroom
apartment in a posh location in Thane, India
• Family recently purchased a 40 acre farmhouse at
Neral near Mumbai
• Employs a household staff of three – chauffer, and
two maids.
Motivators & Beliefs
• Is happy with the growth of his business
• Wants to give his son a rounded education with
sports and culture besides the societal emphasis
on academics
• Doesn’t care much about politics although is
worried about growing sectarian violence and its
effect on his business
• Wants to do a world tour combining business and
vacationing
Consumption Habits
• Owns plasma TV, home theater system and latest
household appliances
• Does a daily workout at the apartment gym
• Family vacations in Europe and the U.S.
• Owns a Kaiser India health insurance plan
• Drives a Mercedes S-class to work and a Land
Rover to his farmhouse
70Source: Neeraj Sonalkar, Stanford University, ME410, 2008Innovation Leadership Board LLC
71. Futuretelling
What is it
Futuretellings are short and
dramatic performances that
illustrate a particular user
need as a scene from the
future. This is active
storytelling at its best.
When to use it
• To excite your audience
about a future possibility
that may be difficult to
express in words
• To change the energy
dynamic in a stale planning
conversation
• To complement written
explanations of your idea
71Innovation Leadership Board LLC
73. Team exercise
73
1. Continue with your team’s topic
2. Practice using future user and future telling methods
3. Present your future user’s situation first with a short
Futuretelling skit
Innovation Leadership Board LLC
3 2
4 1
76. Phase III: Solution
76
PERSPECTIVE OPPORTUNITY SOLUTION TEAM VISION
This phase seeks to define the questions that exist along
different paths to innovation, which are specific to your
industry, customers, organization & team skills
Questions that drive this phase:
• How can we determine the multiple paths possible to get from
today to tomorrow's future innovation?
• Looking at what we've learned, how long does each step take
along the various paths?
• What are the critical points for change, and which ones are in our
control?
Innovation Leadership Board LLC
77. 3 methods for solution
77
White Spots
finds hidden
markets and
provides a
broad look at
the competitor
landscape
Paper Mockups
create tangible
models of your
ideas that you can
test at low cost for
high learning value
Change Paths
plot the major
milestones that
you will need to
achieve on your
path to action
Innovation Leadership Board LLC
78. White Spots
What is it
White Spots is a strategic
method for studying the
opportunity space defined by
two salient issues.
When to use it
• To systematically find new
solution areas or potential
markets that are unknown
or ignored by competition
• To identify relevant
dimensions for the
fundamental value of your
innovation idea
78Innovation Leadership Board LLC
79. Personal flying cars
79
Military
Utility
Civilian
Utility
Affordable Expensive
Very small &
information
gathering Unmanned VTOL &
mission specific
Unmanned &
mission specific
(2001–now)
Fast
commuter
vehicle
Compact
commuter
vehicle
Electric vehicles
(2007–now) Light sport
aircraft (LSA)
(2007–now)
Hybrid design with
improved efficiency
Large
commuter
vehicle Luxury
or sporty
vehicle
Fast &
luxurious
vehicle
Business
vehicle
Fast VTOL
and luxurious
Vertical takeoff &
landing (VTOL)
Large
payload
capability
Fast &
mission-
specificVTOL &
heavy payload
Heavily
armored
Extremely fast &
maneuverable
Mission
specific &
armored
Personal
flying cars
Infra-
structure
Performance
Utility
Cost
Flying
Car
Source: Kevin Reynolds, Stanford University, ME410, 2009Innovation Leadership Board LLC
80. Paper Mockups
What is it
Paper Mockups asks
participants to physically
model a future system.
When to use it
• To better understand an
ambiguous innovation
concept
• To visually communicate a
new innovation proposal to
others
• To ensure rapid cycles of
feedback and learning
• To rally support for a new
idea with those around you
80Innovation Leadership Board LLC
82. Change Paths
What is it
Change Paths are data-
driven narratives exploring
different paths and key
decision points toward
possible future innovations.
When to use it
• To address the gap
between vision and action
• To provide some tangible
steps to achieve your
general vision
82Innovation Leadership Board LLC
83. Two visions, one future
83
Airbus
380
“Super
jumbo”
Partner with airports
Develop
global partners
x
x
x
Assess feasible
airports
Boeing
787
“Dream
liner”
Design for
passenger comfort
Outsource
development
x
x
Assess emerging
technologies
x
Boeing’s vision: Develop a fuel efficient point-to-point aircraft
Airbus’ vision: Develop a larger hub-to-hub aircraft
Innovation Leadership Board LLC
86. Phase V: Vision
86
PERSPECTIVE OPPORTUNITY SOLUTION TEAM VISION
This phase sharpens your team’s vision so that it may
take on a life of its own and guide everyone’s actions
forward
Questions that drive this phase:
• What is a good vision?
• How do we know we have a good vision?
• How do we develop a good vision?
• What is the best way to communicate our vision to others?
Innovation Leadership Board LLC
87. Vision Statement
What is it
A Vision Statement provides
a short vivid description of
your idea in order to inspire,
energize, and help others
create a mental picture of
your target future
opportunity.
When to use it
• To quickly and simply
define a new idea,
innovation solution, or
business opportunity and its
desired outcome
• To condense the essentials
of your idea in a one-minute
story
• To remind your team and
partners what you are
trying to build
87Innovation Leadership Board LLC
88. Sample vision statement
88
Our vision is to create a personal artificial executive assistant that makes sense of
volumes of information to help you to make decisions on demand.
It is almost impossible to achieve because the transformation of volumes of
information requires technologies that we don’t have today (e.g., systematic analysis
of any type of information).
The timing is right today due to the increasing convergence of technologies in
social networking tools, linguistics, and semantic analysis.
Precedents of this idea include personal digital assistants and the classic valet.
By working with Google, SAP, Pixar, and Microsoft,
we will make this vision real in 6 years by .
Innovation Leadership Board LLC
89. How to find answers faster
89
Our vision is to .
It is almost impossible to achieve because
.
The timing is right today due to .
Precedents of this idea include .
By working with ,
we will make this vision real in _________ years
by .
Innovation Leadership Board LLC
90. Digital content aggregation pattern
(digital content + content aggregation pattern + sw/device provider)
purchased
music
Applications
Market
Content
Devices
purchased
device
Market provider Customer
Content provider
New ExperienceNew business model
Device provider
New Solution
New business model
SW provider
90
91. CUSTOMER VALUE CHAIN ANALYSIS
¥
push
order
new channel
order
deliver
put to the place
91
94. WHY FUTURE CREATION BY DESIGN
THINKING
Imagine too far, then
difficult to realize
Near future, then
could not differentiate
Integrate from both sides, and create a
business case between current and
future
94
95. テキスト
HIGH-LEVEL BUSINESS CASE
Select topics
Imagine future
Research
advanced
cases
Generate
signposts
Budget,Scope,
Timeframe
Vision, creative thinking,
collective intelligence
Describe
business
cases
Search on Web, Assess
future technologies
Interpolate between
present and future
Pickup stories nearest to present
as possible business cases
95
96. テキスト
NEW METHOD: OVERVIEW
■ “Uncertainty” expressed as “future”
▸Impossible things might be possible in the future
▸When, which level can be achieved
▸Even though they are available, do not know that are accepted by society
■ Interpolate constraints between present and future
▸Present = future + constraints
▸Examine possible mixture of constrains
▸Intermediary steps between present and future are created by resolving constraints
■ Creation of high-level business cases
▸The most immediate intermediary steps are hi-level business cases to be considered
96
97. CASE CASE STUDY: DIGITAL ME RETAIL BANK
present Intermediate steps future
HIGH-LEVEL BUSINESS CASE
Aggregation
service
Personal
aggregation
Client
application
type
aggregation Utilize WEB2.0
-Provide standard components for
banking
-Configure components and create by
customers
Certificate
digitization
▪Standardization of certificate
▪Growth of enterprises with certificate
▪Web2.0 aggregation
components standardization
Japan/global cases
exist, however, they
hold the growth
Shop
receipt
digitization
▪Receipt standardization
▪Growth of digitized receipt
member’s stores
Server type
Client type
Digital Me
Financial
service
Content
digitization
▪Access to digitized contents
▪Link between receipts and contents
▪Security
▪Single-sign on
Server type
aggregation
Digital Me
Content
service
▪Service platform
Retail
financial
consultation
▪Service platform
▪Service platform
Provider type
97
