I work with input variables - figuring out and finding the data and insight that goes into an organization in order to make it successful.
Working with these problems I am sensing a gap - between what we want our organizations to become and what we put into our organization to get there.
The premise is that our imagination is limited by the tools we use to understand the world around us.
And that we are using old models to collect our data - and because we are using old models and methods we are only picking our data from the same pools of experience and information as we have done for decades past - serving us the same perspective of the world as we are used to seeing.
The future is not directly in font of us - it’s outside. And so looking in the same direction only further, or in the same places only deeper, won’t help us listen to the right data in order to navigate towards where we are going.
In this talk I shed light on this problem, that I am working on, probing and playing with. And I also try to explain why this is an important issue to solve right now - because of the changes in both the business models and practices that create wealth and customers behavioral patterns.
OUR IMAGINATION IS LIMITED BY THE TOOLS WE USE TO UNDERSTAND THE WORLD
EXPERTS ARE A DANGEROUS SPECIES
The problem with experts is that they easily loose their
ability to change their mind.They get stuck.
Smart people in smart rooms ﬁguring out smart ideas….
WE ARE USING OLD MODELS TO COLLECT NEW DATA ABOUTTHE WORLD - BUT BECAUSE WE ARE USING OLD
MODELS AND METHODS WE ARE ONLY PICKING OUR DATA FROM THE SAME POOLS OF EXPERIENCE AND
INFORMATION - SERVING US THE SAME PERSPECTIVE OF THE WORLD AS WE ARE USED TO SEEING
ALMOST EVERY ORGANIZATION IS DESIGNED TO CRASH INTO A WALL:
A business is distilled down to nine elements A human is distilled down to three elements
BUSINESSES HAVE BEEN VERY POOR AT UNDERSTANDING PEOPLE
- Clayton Christensen -
PHOTO BY DANIEL LEONE ON UNSPLASH
COMPANIES SHYAWAY FROM CUSTOMER DATA BECAUSE IT’S TOO COMPLEX - ORGANIZATIONS ARE EFFICIENCY MACHINES
MEANING IF IT’S NOT MEASURABLE AND IT DOESN’T FIT INTO AN EXCEL SPREADSHEET CELLWE ARE NOT GOING TO USE IT
COMPANIES CARE ABOUT
A TAXleadership has to pay in order to argue
they were doing the right thing
old, slow, static formats, not distributed, not in a system of action, promotes einstellung,
avoids outliers, creative opinions and is infested with the Hawthorne effect.
Our imagination is taken hostage by our old code
The current insight industry is designed to ﬁt customers to company’s problems to prove that what you are already doing is the right thing
Customer insights has become
WE ARE NOW NOTAN INCREMENTAL IMPROVEMENT PATH TO INCREASED EFFICIENCY ..WE ARE ON OUR WAY FROM ONE CHAPTER OF CAPITALISM TO THE NEXT…
NEW SOCIETY OF INDIVIDUALS
Zero marginal cost
- Shoshana Zuboff -
INNOVATION IS A DISEASE
Photo by adrian on Unsplash
- SHOSHANA ZUBOFF -
Industry convergence is the most
anticipated trend the next three to ﬁve
years (2015). Driven by such things as a
different fuel or data.
“Google is getting into the grocery
business to protect the proﬁtability of
its ad display business, and Amazon
is getting into the business because it
wants to sell the world to the world,”
“Agrochemical giant Monsanto is moving
into “data-driven farming,” for example, with
the creation of real-time tools to help farmers
maximize crop yields”
shifts in what
require a new
- Shoshana Zuboff
«TO GET THE BEST POSSIBLE
OUTCOME FROM WHAT WE PUT IN»
Farmers get up every morning because they have a job to solve:
NEW SOCIETY OF INDIVIDUALS
Zero marginal cost
THE PREMIUM PUZZLE
Photo by Brooke Lark on Unsplash
IDENTITY“They built a boat to put my life on, then
they gave me a crew and made me the
captain and told me i could sail
wherever i want.”
Photo by Siddharth Bhogra on Unsplash - Shoshana Zuboff
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.).
“A REVOLUTION DOESN’T HAPPEN WHEN SOCIETYADOPTS NEWTOOLS
IT HAPPENS WHEN SOCIETYADOPTS NEW BEHAVIORS.”- CLAY SHIRKY, US NOW
Photo by Josh Calabrese on Unsplash
NEW MODELS AND METHODOLOGIES THATARE ABLE TO FUELT H E N E W S Y S T E M - AT IT’S PACE
«[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 -
PHOTO BY JONATHAN SIMCOE ON UNSPLASH
IOT + External Data + Space Img.
We don’t know what this data will do to organizations
Computer Vision + Machine Learning
How can the curve be exponential?
Because we will get access to data we didn’t even know
existed - it’s far outside the capacity of our imagination
(Doubles every 12 months)
(Doubles every 18 months)
Big Data allows evidence-
SOURCE: DIGITAL GROWTH. SOURCE: DIRK HELBING
Most of our future data won’t be our own - IBM Watson planet.com
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
THE FUTURE COMES WITH A PREMISE - AND WE NEED TO
SOLVE THE PROBLEM WORKING INSIDE THIS PREMISE
Today companies need insight to make decisions that
challenge their assumptions, their core technology,
vector, processes and core business models.
Insight that challenge their customers own perception
of what they want.And in a format and through a system
that distributes this knowledge to every talent and team
empowering them to make their own decisions in their
interactions with the customer.
All in real-time
- Helge Tennø -