1. ILLUSTRATION BY PILAR COPETE ON FLICKR.COM
SOLVING CUSTOMER PROBLEMS
FIT FOR
UNCERTAINTYTuesday 24th October 2017
PHOTO BY H HEYERLEIN ON UNSPLASH

2. INPUTVARIABLESWHAT KIND OF DATA, EXPERIENCE, INFORMATION DO WE PUT INTO OUR ORGANIZATIONS TO MAKE THEM TICK
PHOTO BY SEBASTIEN GABRIEL ON UNSPLASH

3. THERE IS A GAP BETWEEN WHAT WE WANT OUR ORGANIZATIONS TO BECOME AND WHAT WE PUT INTO THEM TO GETTHERE

4. DATA - INSIGHT - STRATEGY - CREATIVE
PHOTO BY SHARON PITTAWAY ON UNSPLASH

5. WE ARE REDESIGNING OUR ORGANIZATIONS TO FITTHE
21ST CENTURY.WE ARE CONFIGURING THEM FOR
LEARNING, FLEXIBILITYAND ADAPTABILITY.
WHAT FUELS THE 21ST CENTURY ORGANIZATION?

6. Basically that you build for flexibility but everything you do ends up
becoming a slightly different version from the first thing that you did
«HYPER-RATIONALIZATION»
- Joshua Prince-Ramus -

7. Software + HardwareGovernance, Management,Teams,Talent, Coordination, Strategy, Decisions etc.Data, Experience, Information, Insight

8. FREEDOM OF CHOICE:
THE FUTURE IS ONLY COMPLICATED IF YOU FAILTO SEE IT FROM WHAT IS DRIVING THE CHANGE
CHOICE:NO REAL CHOICE: CHOICE:NO REAL CHOICE:
THE PRODUCT IS JUSTATEMPORARY OUTPUT
THERE IS NO SUSTAINABLE ADVANTAGE
STUCK ON THEIR CORE BUSINESS MODELS
WHEN THE CORE TECHNOLOGY BECOMES STRETCHABLE
- GARY HAMEL -
- RITA MCGRATH -
- CLAYTON CHRISTENSEN -

9. «[organizations] get fixed on measuring their solution,
not the job they’re being hired to help solve..»
- Des Traynor, Co-Founder, Chief Strategy Officer,VP of Marketing, Intercom -
- https://blog.intercom.com/your-product-is-already-obsolete/
PHOTO BY JONATHAN SIMCOE ON UNSPLASH
ITALL BEGINS WITH THE HERE

10. THE RESPONSIBILITY OF
BUSINESS ORGANIZATIONS
29/365 - 2017
OUTCOMEPEOPLE

11. .OUTCOME
.EFFICIENCY
.RATIO
- Clayton Christensen -
PHOTO BY DANIEL LEONE ON UNSPLASH

12. Over time organizations seem to forget their understanding of the market, their CVP. They become
prone to unconsciously hold a very limited view of their future. Seeing the world from a technology,
market or product perspective creates a very narrow frame of reference where new wealth
opportunities are easily overlooked.
ORGANIZATIONS DON’T DIE — THEY SUFFOCATE
CORE TECHNOLOGY - CORE BUSINESS MODEL
Competition offering the same CVP is
conciously let in as they are using
different core technology or core
business model
Creating a market by understanding the customer’s progress,
struggle and circumstance (customer value proposition)
The original technology and processes end
up becoming a commodity or infrastructure
PHOTO BY MARTIN SATTLER ON UNSPLASH

13. ALMOST EVERY ORGANIZATION IS DESIGNED TO CRASH INTO A WALL:
McKinsey-ism:

15. Demand patterns change
Based on articles and talks by Shoshana Zuboff, and Gary Hamel
EARLY CONSUMERS
PROPRIETARY CAPITALISM
MASS CONSUMERS
MANAGERIAL CAPITALISM
NEW SOCIETY OF INDIVIDUALS
DISTRIBUTED CAPITALISM
ZONE OF
INNOVATION
1890 2005
1915 2020
2050
ZONE OF
INNOVATION
MIGRATION
PATH
MIGRATION
PATH
ZONE OF
MUTATION
ZONE OF
MUTATION
ELECTRICITY
INTERNET
MOBILE
BIG DATA
IOT
CLOUD
+
+
COMBUSTION ENGINE
Zero marginal cost
“Every century or so, fundamental changes in the nature
of consumption create new demand patterns that existing
organizations can’t meet.” - Shoshana Zuboff
MACHINE LEARNING
VR / AR / NR

17. http://www.180360720.no/?p=5227
We are living in the age of mass individualization. No
two people get the same Google search result, see
the same products on amazon.com, have the same
Facebook feed or iTunes catalogue. Every smartphone
is unique two minutes after its first boot.
We are living in an age where the new mega industries have all become personal services
industries and the old incumbents are still struggling to put out a mass product at almost no
margin or cost (e.g. digital news media, insurance, banks, bikes, cars, tooth picks etc.).

19. What’s the difference? Innovations improve the framework
in which enterprises produce and deliver goods and services.
Mutations create new frameworks.
- Shoshana Zuboff, Creating value in the age of ditributed capitalism

20. «TO GET THE BEST POSSIBLE
OUTCOME FROM WHAT WE PUT IN»
Farmers get up every morning because they have a job to solve:
MUTATION

21. link

23. PHOTO BY SHARON PITTAWAY ON UNSPLASH
DESIGN THINKING 3.0
Why are we using the terminology Design thinking 3.0? Well, we could be using just Design
Thinking, but we want to underscore that this is a further developed version of DT. Both in the
sense that we are going to do the test integrated in the services and communication we
are already offering.And we are getting results and responding in real-time.This is not
design thinking as a slow cumbersome process. But design thinking engineered to fit
inside the fast paced every day operations of the industry and its markets.
“JUST MAKE SOMETHING AND KEEP FIXING IT”- BURT RUTAN
PROBE-SENSE-RESPOND- DAVE SNOWDEN
“KERNELL”- ROBIN CHASE
AVOIDING THE HAWTHORNE EFFECT- EPLEKAKE

24. FROM #FAIL-SAFE TO EXPERIMENTS
GATHER INPUTVARIABLES

25. IOT + External Data + Space Img.
We don’t know what this data will do to organizations
Computer Vision + Machine Learning
Sensors
Processing power
(Doubles every 12 months)
Data Volume
(Doubles every 18 months)
Systemix
Compexity
Big Data allows evidence-
based decision-making
SOURCE: DIGITAL GROWTH. SOURCE: DIRK HELBING
SOURCE: PLANET.COM
Most of our future data won’t be our own - IBM Watson planet.com
SOFTWARE:

26. «The measure of a
successful organization is its
ability to let its stakeholders
and talents liberate it.»
- Helge Tennø -

27. A responsive organization is only as
good as what it is responding to
Thank you
Helge Tennø
@congbo
https://medium.com/everything-new-is-dangerous