Bouwfonds brainstorm

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  • Hulpmiddelen die we ontwikkelen zijn niet alleen maar hulpmiddelen die ons ondersteunen maar ze veranderen ons ook. Cartografie heeft ons denkproces hoe problemen op te lossen verandert (een probleem in kaart brengen)Sometime in 1882, Friedrich Nietzsche bought a typewriter—a Malling-Hansen WritingBall, tobeprecise. His vision was failing, andkeeping his eyesfocused on a page had becomeexhaustingandpainful, oftenbringing on crushingheadaches. He had been forcedtocurtail his writing, and he fearedthat he wouldsoon have togiveit up. The typewriter rescuedhim, at leastfor a time. Once he had masteredtouch-typing, he was abletowritewith his eyesclosed, usingonly the tips of his fingers. Wordscouldonceagain flow from his mind to the page.But the machine had a subtler effect on his work. One of Nietzsche’sfriends, a composer, noticed a change in the style of his writing. His alreadyterseprose had become even tighter, more telegraphic. “Perhapsyouwillthroughthis instrument even take to a new idiom,” the friendwrote in a letter, notingthat, in his ownwork, his “‘thoughts’ in musicandlanguageoftendepend on the quality of pen and paper.”“You are right,” Nietzsche replied, “ourwriting equipment takes part in the forming of ourthoughts.” Under the sway of the machine, writes the German media scholar Friedrich A. Kittler, Nietzsche’sprose “changedfromargumentstoaphorisms, fromthoughtstopuns, fromrhetoricto telegram style.”
  • Hoe is het zogekomen, 100jaargeleden
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  • Bij de huisarts: dit heb ik en ik wel daarheen verwezen worden
  • Scalability/Adaptability > kleinereeenhednemogelijkDirect Communication > eenvoudigercommunicerenSeamless Cooperation > makkelijkerprocessenkoppelenAnytime, Anywhere >nietmeerbijelkaarzittenTransparency > ook ad hoc wetenwat je aanelkaarhebt
  • Scalability/AdaptabilityDirect Communication >iedereenbereikbaarSeamless Cooperation > standaardhulpmiddelenAnytime, AnywhereTransparency > wetenwat je aanelkaarhebt
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  • Bouwfonds brainstorm

    1. 1. From Pyramids to PancakesTowards a connected worldMartijn Kriens | @martijnkriens
    2. 2. Martijn Kriens Business|Science|Government|Innovation|ICT |eHealth Cloud|Pancakes|Upstream|RTLNieuws|iCrowd s|AIM|IIPSaaS WirelessArnhem|Vlieger|Recalcitrant| ....@martijnkriens | martijn@upstream.nl
    3. 3. UPSTREAM Marketingfact, TravelNext, FoodNext, SportNext, UMCN St. Radboud, Deli XL, HAN, Rabobank, ING, WNF, Efteling, TUI Nederland, Omroep Gelderland, TMG, Arnhem Dichtbij, RTL, Cito, Bank van Morgen, AIM, Gemeente Nijmegen, RTLNieuws@upstream | www.upstream.nl
    4. 4. De Markt • 7,8 miljoen m2 leeg (17%) • Gemiddeld van 983 m2 naar 921 m2 (6,3%) – 100 tot 250 groeit, groot gaat naar kleiner • 30% winkels leeg in 2020 (Cor Molenaar) • Prijsdaling tussen 5% en 40% (incentives) • Crisis? Cijfers NVM en Dynamis
    5. 5. Brainstorm Wat zijn de belangrijkste besliscriteria voor huurders?
    6. 6. “Our writing equipmenttakes part in the forming ofour thoughts” Friedrich Nietzsche 1844 - 1900
    7. 7. Conversation and communication
    8. 8. Conversation and communication
    9. 9. Conversation and communication
    10. 10. Conversation and communicationPage  12
    11. 11. Broadcast
    12. 12. Community
    13. 13. Connected
    14. 14. Fromthecenturyof myfatherto thecenturyof myson
    15. 15. Digital realitiesThe double helix of digital andphysical realities
    16. 16. Mixed realities Physical and Digital
    17. 17. Digital space
    18. 18. DigitalPub
    19. 19. 1 Billion digital friends
    20. 20. Digital marketplace
    21. 21. Digital search
    22. 22. Digital life
    23. 23. TheDigitalworld isjust asreal asthephysicalworld
    24. 24. Farmville is valued at 25 Billion dollar.Their business model is selling: Digital “farming Equipment” …
    25. 25. FacebookDaily in NL 12.000.000
    26. 26. TwitterDaily tweets in NL5.000.000
    27. 27. Sources Dutch social webIn the Netherlands 390.000
    28. 28. Sherry Turkle
    29. 29. Immersion?
    30. 30. Social?
    31. 31. Communication?
    32. 32. Not just the technologyPeople helping each other is scalable- Customers- Patients- …
    33. 33. Direct communication from politician and with politicians
    34. 34. The Paradigm Shift for LEGO From To 100 LEGO designers ave. age 29 1,000,000 LEGO designers ave.age 9 300 new LEGO sets p.a. 3,000,000 new LEGO sets p.a. Predefined, individual Self-selected, interactive and LEGO (play) experiences social LEGO (play) experiences Trying to understand Consumers KNOWING the consumer Only product innovation Also PROCESS innovation Product & SERVICE and Product revenue streams EXPERIENCE revenue streams Bron: Sophie Jenkins
    35. 35. The Paradigm Shift for LEGO Past consumer experience: LEGO defined Experience Future consumer experience: LEGO defined Consumer Experience Bron: Sophie Jenkins
    36. 36. InnoCentive
    37. 37. Innovatie 3.0My Starbucks Idea
    38. 38. Innovatie 3.0Dell IdeaStorm
    39. 39. Innovatie 3.0Battle of Concepts
    40. 40. Innovatie 3.0#durftevragen #dtv
    41. 41. Innovatie 3.0Prosper
    42. 42. Innovatie 3.0Kiva, loans that change lives
    43. 43. Innovatie 3.0Kickstarter, funding platform for creative projects
    44. 44. Innovatie 3.0TenPages.com
    45. 45. Innovatie 3.0Quirky.com
    46. 46. Changes in Government“We the people”
    47. 47. Government “At it’s core, Government is what we do together that we can not do on our own” Tim O’Reilly
    48. 48. Obama "Your role as a citizen does not end with your vote!"
    49. 49. Icelandic constitution
    50. 50. Icelandic constitution
    51. 51. “Verbeter de buurt”
    52. 52. Crowdsourcing policy
    53. 53. Changes in Health-care“Patiënt in control”
    54. 54. Patient communities
    55. 55. Marketplace for care
    56. 56. Cooperative Travel
    57. 57. Hilton • Founded in 1919 • 3897 locations, 642.000 rooms in 91 countries • 135.000 employees
    58. 58. Booking.com • 3000 employees worldwide • 30 million visitors • 250.000 hotels in 177 countries • 350.000 rooms per night • Estabished in 1996
    59. 59. Airbnb.com • Founded 2008 • 192 countries, 26.000 cities, 200.000 listings • 40.000 reservations per day • 300 employees
    60. 60. Couchsurfing.org • 4.8 million homes, 94.000 cities in 207 countriies • Launched in 2004 as a volunteer organisation • Changing to commercial organisation
    61. 61. Google.com • Ecosystem of 80 billion turnover for 1,8 million companies • 32.000 employees • Google shopping, local > local sites
    62. 62. Age Rooms Hotels CountriesCouchsurfing 8 1.200.000 237Intercontinental 60 645.000 4400 100Accor 43 500.000 4100 90Hilton 90 3400 79Marriott 50 3000 67Source: Robin Chase
    63. 63. The undertowMany effects, few causes
    64. 64. Crisis
    65. 65. (1 − z3 / 6) / (z − z2 / 2)2 + c (1 − z3 / 6) / (z − z2 / 2)2 + c
    66. 66. Hidden ThemesThat drive the change Scalability
    67. 67. Hidden ThemesThat drive the change Communication
    68. 68. Voorspellende waardeOp basis van aantallen berichten, berekend op basis van trendlijnen Premier-debat VVD 41 PVDA 40 SP 15 PVV 15 CDA 12
    69. 69. Hidden ThemesThat drive the change Cooperation
    70. 70. Hidden ThemesThat drive the change Anytime Anyplace
    71. 71. Hidden ThemesThat drive the change Transparancy
    72. 72. Project X HarenTweet from NOS on 15:29 starts the real buzz on socialmedia
    73. 73. Hidden ThemesThat drive the change • Scalability/Adaptability • Direct Communication • Seamless Cooperation • Anytime, Anywhere • Transparency
    74. 74. Transaction cost & Firm size Breakup in logical and more consistent units
    75. 75. Models for cooperation Theatre production model Common interest model
    76. 76. Blackboard organisation Data
    77. 77. Coordination through Markets Supply Demand
    78. 78. From Pyramids to Pancakes
    79. 79. New paradigm“The invisible hand” Cooperation without Coordination Clay Shirky
    80. 80. Marketingfacts jaarboek 2012http://www.marketingfacts.nl/jaarboek/
    81. 81. UPSTREAMIt’s all about Content, Conversation and Collaboration CONTENT Questions? CONVERSATION COLLABORATION@martijnkriens | martijn@upstream.nl | Martijn Kriens
    82. 82. Brainstorm
    83. 83. Nieuwe diensten • Overvloedige capaciteit delen – BuzzCar, Couchsurfing • Gebruikers grootschalig laten meedenken – InnoCentive, Lego, Quirky • Zonder fysieke beperking – Beppe Grillo • Communities mee laten sturen – PatientsLikeMe, MijnZorgNet • Transparantie door peer review – Marktplaats, Amazon, eBay • …
    84. 84. http://www.slideshare.net/FundamentAllMedia/presentatie-erik-van-der-wal-bouwfonds-ontwikkeling 80% van de woningen in 5 weken verkocht
    85. 85. Ontwikkeling • AdHoc: goedkoop en tijdelijk • Seats2Meet: flexibel en interessant netwerk • TheHubb: sterke community • Regus: Anytime, Anyplace • Klant – Is niet meer aan een plek gebonden – Is minder gericht op status – Moet bezuinigen / is op zoek naar omzet – Kleinere (netwerk) organisaties / ZZP’ers
    86. 86. Uitdaging kantorenmarkt - Van bezit naar beschikbaarheid - Niet voor maar met de klant
    87. 87. Thank you!
    88. 88. Gebaseerd op voorgaand verhaal: wat zullende belangrijkste trends zijn voor kantoren enwinkels de komende 5 jaar1 idee per kaartjeBondig schrijven
    89. 89. Hoe kan bouwfonds inspelen op de trendnaar beschikbaarheid ipv bezit1 idee per kaartjeBondig schrijven
    90. 90. Hoe kan Bouwfonds inspelen op de trendom klanten / huurders zichzelf te latenhelpen1 idee per kaartjeBondig schrijven
    91. 91. Brainstorm 2 Welke acties zijn op korte termijn op te pakken? 1 idee per kaartje Bondig schrijven
    92. 92. Predicting the future
    93. 93. The winners that takes all The vanishing local notables The struggling long tail
    94. 94. RobertCoase The Nature of the Firm (1937)
    95. 95. The new electronic interdependencerecreates the world in the image of aglobal village Marshall McLuhan
    96. 96. Agile Individuals and Interactions over Processes and tools Working implementations over Comprehensive documentation Customer collaboration over Contract negotiation Responding to change over Following a plan
    97. 97. Agile manifesto• Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.• Welcome changing requirements, even late in development. Agile processes harness change for the customers competitive advantage.• Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.• Business people and developers must work together daily throughout the project.• Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.• The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.• Working software is the primary measure of progress.• Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.• Continuous attention to technical excellence and good design enhances agility.• Simplicity--the art of maximizing the amount of work not done--is essential.• The best architectures, requirements, and designs emerge from self-organizing teams.• At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

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