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jm.monguet@upc.edu | http://huntingmammoths.com
i2b/1. Practice Deconstruction
Quinary drivers 1
Fundamentals
Josep Mª Mon...
jm.monguet@upc.edu | http://huntingmammoths.com
Quinary drivers 1: Fundamental
Integrative thinking
Leadership and values
...
jm.monguet@upc.edu | http://huntingmammoths.com
Fundamental drivers
Integrative
thinking
Quinary
Drivers Fundamental drive...
jm.monguet@upc.edu | http://huntingmammoths.com
How did I learn to think? If I ever did.
Did someone teach me to think? If...
jm.monguet@upc.edu | http://huntingmammoths.com
Integrative thinking
New and
better idea
Bob Young. Founder & CEO
Producti...
jm.monguet@upc.edu | http://huntingmammoths.com
Integrative thinking
Subbramanian Ramadorai,
CEO of Tata Consultancy Servi...
jm.monguet@upc.edu | http://huntingmammoths.com
Integrative thinking
Integrative thinking Creative
resolutions
Causalities...
jm.monguet@upc.edu | http://huntingmammoths.com
Integrative thinking
How does great leaders think?
Less or non relevant fa...
jm.monguet@upc.edu | http://huntingmammoths.com
Integrative thinking
How does great leaders think?
Creative optimisation c...
jm.monguet@upc.edu | http://huntingmammoths.com
Integrative thinking
How does great leaders think?
Observing the whole thi...
jm.monguet@upc.edu | http://huntingmammoths.com
Conventional and current
ideas vs. new ideas and
points of view
Galieo vs....
jm.monguet@upc.edu | http://huntingmammoths.com
Fundamental drivers
Leadership &
values
Quinary
Drivers Fundamental driver...
jm.monguet@upc.edu | http://huntingmammoths.com
Leadership & values
Is leadership based mainly in the capacity to impart
o...
jm.monguet@upc.edu | http://huntingmammoths.com
Terciario
How to manage extraordinary people
Leadership & values
Jane Good...
jm.monguet@upc.edu | http://huntingmammoths.com
Selfvalued
easily Bored
Astute
ConnectedImpatient
Attributes
Generous
Lead...
jm.monguet@upc.edu | http://huntingmammoths.com
Astute
Attributes
Leadership & values
jm.monguet@upc.edu | http://huntingmammoths.com
Selfvalued
Attributes
Leadership & values
jm.monguet@upc.edu | http://huntingmammoths.com
Impatient
Attributes
Leadership & values
jm.monguet@upc.edu | http://huntingmammoths.com
Generous
Attributes
Leadership & values
jm.monguet@upc.edu | http://huntingmammoths.com
Connected
Attributes
Leadership & values
jm.monguet@upc.edu | http://huntingmammoths.com
easily Bored
Attributes
Leadership & values
jm.monguet@upc.edu | http://huntingmammoths.com
Sergio Marchioni
My work as CEO is
not to take
decisions but
establish obj...
jm.monguet@upc.edu | http://huntingmammoths.com
Terciario
Styles and charismas
Jan Carlzon, Pedagogy
SAS
Jack Welch, Energ...
jm.monguet@upc.edu | http://huntingmammoths.com
Fundamental drivers
Tendencies
Reference
Quinary
Drivers Fundamental drive...
jm.monguet@upc.edu | http://huntingmammoths.com
Tendencies
Is fashion dictated by some “big” creators from their
ivory tow...
jm.monguet@upc.edu | http://huntingmammoths.com
Tendencies
Customer - Consumer – User
Ask to your customers constantly
Thi...
jm.monguet@upc.edu | http://huntingmammoths.com
Tendencies
Deep currents
Long tail
The small may be big
jm.monguet@upc.edu | http://huntingmammoths.com
Tendencies
Deep currents
Oikonomy to the society
Aristotle circles
Ethics ...
jm.monguet@upc.edu | http://huntingmammoths.com
Tendencies
Shortening life cycle
Deep currents
jm.monguet@upc.edu | http://huntingmammoths.com
Who deserves to be
analysed?
“Cool hunting”
What deserves to
be analysed?
...
jm.monguet@upc.edu | http://huntingmammoths.com
Tendencies
Opinion makers and first followers
Ethnography
jm.monguet@upc.edu | http://huntingmammoths.com
Tendencies
Identifying white spaces.
jm.monguet@upc.edu | http://huntingmammoths.com
Tendencies
Why tendencies are so important for business?
jm.monguet@upc.edu | http://huntingmammoths.com
Tendencies
Why tendencies are so important for business?
I don’t want a bu...
jm.monguet@upc.edu | http://huntingmammoths.com
Designers - Tendencies observers – Shop directors
Tendencies
Real time fas...
jm.monguet@upc.edu | http://huntingmammoths.com
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Quinary drivers for product/service deconstruction 1

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Quinary drivers for for product/service deconstruction to improve design and business model evolution

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Quinary drivers for product/service deconstruction 1

  1. 1. jm.monguet@upc.edu | http://huntingmammoths.com i2b/1. Practice Deconstruction Quinary drivers 1 Fundamentals Josep Mª Monguet Leo Messi. 2009
  2. 2. jm.monguet@upc.edu | http://huntingmammoths.com Quinary drivers 1: Fundamental Integrative thinking Leadership and values Tendencies Quinary drivers 2: Technical and commercial Differentiation by design Acceleration with technology Embedded services and tasks Consultative selling Summary
  3. 3. jm.monguet@upc.edu | http://huntingmammoths.com Fundamental drivers Integrative thinking Quinary Drivers Fundamental drivers Technical Commercial Integrative Thinking Leadership and values Tendencies Cool hunting Differential of design Technology acceleration Embedded services Consultative selling
  4. 4. jm.monguet@upc.edu | http://huntingmammoths.com How did I learn to think? If I ever did. Did someone teach me to think? If anyone ever did. Do I consider the possibility of improving my thinking skills? Integrative thinking
  5. 5. jm.monguet@upc.edu | http://huntingmammoths.com Integrative thinking New and better idea Bob Young. Founder & CEO Production of Ideas
  6. 6. jm.monguet@upc.edu | http://huntingmammoths.com Integrative thinking Subbramanian Ramadorai, CEO of Tata Consultancy Services Tim Brown, CEO of IDEO Jeff Bezos, Founder and CEO of Amazon Michael Dell, Founder and CEO of Dell Computers Leading transformation
  7. 7. jm.monguet@upc.edu | http://huntingmammoths.com Integrative thinking Integrative thinking Creative resolutions Causalities Architecture Relevance How does great leaders think? Considering all the relevant aspects of the problem Multidirectional study of causalities, not just linear. Not losing global and general view while working with parts of the problem or the possible solution Looking for alternative solutions in order to obtain the necessary degree of quality
  8. 8. jm.monguet@upc.edu | http://huntingmammoths.com Integrative thinking How does great leaders think? Less or non relevant factors Facilitate study and discussions Relevant factors Creative resolutions Causalities Architecture Relevance
  9. 9. jm.monguet@upc.edu | http://huntingmammoths.com Integrative thinking How does great leaders think? Creative optimisation considering multidirectionality Creative resolutions Causalities Architecture Relevance
  10. 10. jm.monguet@upc.edu | http://huntingmammoths.com Integrative thinking How does great leaders think? Observing the whole thing and the parts at the same time in order to approach reality Creative resolutions Causalities Architecture Relevance
  11. 11. jm.monguet@upc.edu | http://huntingmammoths.com Conventional and current ideas vs. new ideas and points of view Galieo vs. Classical Integrative thinking How does great leaders think? Creative resolutions Causalities Architecture Relevance
  12. 12. jm.monguet@upc.edu | http://huntingmammoths.com Fundamental drivers Leadership & values Quinary Drivers Fundamental drivers Technical Commercial Integrative Thinking Leadership and values Tendencies Cool hunting Differential of design Technology acceleration Embedded services Consultative selling
  13. 13. jm.monguet@upc.edu | http://huntingmammoths.com Leadership & values Is leadership based mainly in the capacity to impart orders to others? Is leadership based on providing an example for the others ? Is leadership reserved only to special people?
  14. 14. jm.monguet@upc.edu | http://huntingmammoths.com Terciario How to manage extraordinary people Leadership & values Jane Goodall Hellen KellerRosa Parks Leo Messi Ghandy Nikola Tesla
  15. 15. jm.monguet@upc.edu | http://huntingmammoths.com Selfvalued easily Bored Astute ConnectedImpatient Attributes Generous Leadership & values
  16. 16. jm.monguet@upc.edu | http://huntingmammoths.com Astute Attributes Leadership & values
  17. 17. jm.monguet@upc.edu | http://huntingmammoths.com Selfvalued Attributes Leadership & values
  18. 18. jm.monguet@upc.edu | http://huntingmammoths.com Impatient Attributes Leadership & values
  19. 19. jm.monguet@upc.edu | http://huntingmammoths.com Generous Attributes Leadership & values
  20. 20. jm.monguet@upc.edu | http://huntingmammoths.com Connected Attributes Leadership & values
  21. 21. jm.monguet@upc.edu | http://huntingmammoths.com easily Bored Attributes Leadership & values
  22. 22. jm.monguet@upc.edu | http://huntingmammoths.com Sergio Marchioni My work as CEO is not to take decisions but establish objectives and help executives to discover how to get them. Signposting goals Gianni Agnelli “Big man” leadership Leadership & values
  23. 23. jm.monguet@upc.edu | http://huntingmammoths.com Terciario Styles and charismas Jan Carlzon, Pedagogy SAS Jack Welch, Energy and push GE Louis Gerstern , Strategy IBM Steve Jobs Inspiration and vision Apple. Leadership & values
  24. 24. jm.monguet@upc.edu | http://huntingmammoths.com Fundamental drivers Tendencies Reference Quinary Drivers Fundamental drivers Technical Commercial Integrative Thinking Leadership and values Tendencies Cool hunting Differential of design Technology acceleration Embedded services Consultative selling
  25. 25. jm.monguet@upc.edu | http://huntingmammoths.com Tendencies Is fashion dictated by some “big” creators from their ivory towers? Are there some people who possess some kind of intuition to detect tendencies? Is it possible to study and understand deep and strong tendencies?
  26. 26. jm.monguet@upc.edu | http://huntingmammoths.com Tendencies Customer - Consumer – User Ask to your customers constantly Think carefully about your consumers. Work to understand your user.
  27. 27. jm.monguet@upc.edu | http://huntingmammoths.com Tendencies Deep currents Long tail The small may be big
  28. 28. jm.monguet@upc.edu | http://huntingmammoths.com Tendencies Deep currents Oikonomy to the society Aristotle circles Ethics (I) – Economy (Family) - Politics (Sovereign City) Oikos = home, Nomos = law or norm. Things are done by extrinsic and/or transcendent motivation.
  29. 29. jm.monguet@upc.edu | http://huntingmammoths.com Tendencies Shortening life cycle Deep currents
  30. 30. jm.monguet@upc.edu | http://huntingmammoths.com Who deserves to be analysed? “Cool hunting” What deserves to be analysed? Critical &creative filter New offer: seductive & unique Tendencies Ethnography
  31. 31. jm.monguet@upc.edu | http://huntingmammoths.com Tendencies Opinion makers and first followers Ethnography
  32. 32. jm.monguet@upc.edu | http://huntingmammoths.com Tendencies Identifying white spaces.
  33. 33. jm.monguet@upc.edu | http://huntingmammoths.com Tendencies Why tendencies are so important for business?
  34. 34. jm.monguet@upc.edu | http://huntingmammoths.com Tendencies Why tendencies are so important for business? I don’t want a buy clothes, I want to seduce
  35. 35. jm.monguet@upc.edu | http://huntingmammoths.com Designers - Tendencies observers – Shop directors Tendencies Real time fashion From stationary to continuous fashion Systems that integrate selling, designing and inventory
  36. 36. jm.monguet@upc.edu | http://huntingmammoths.com

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