Business plans take too long to write, are seldom updated, and almost never read by others but documenting your hypotheses is key.
Lean Canvas solves this problem using a 1-page business model that takes under 20 minutes to create, will be read by more people, and lets you focus on building your business - faster.
UX 리서치 시 사용자를 정의하고 모델링하는 3가지 방식
How to define your user when you want to make user centered design product & service..
Conceptual Model, Persona, Mental Model
How to Utilize Product Design Sprints by Blue Bottle Coffee PMProduct School
If you're resource-strapped or if you're not quite sure the Minimum Viable Product is going to be impactful, try the Google Design Sprint process. Over the course of 5 days, you work in a cross-functional team to solve for a core problem together. The best part? You build a high-fidelity prototype and validate the experience with your target audience.
Out of one of these Design Sprints, a team at Blue Bottle developed the Welcome Kit experience, which increased their new customer lifetime value by 11x! In this talk, Oriana walked through the experience using the Design Sprint process, how you can facilitate one with your team, and why you might want to consider running a Design Sprint yourself!
A great look on designing startups from a designers' perspective based on the new book "Designing A Better Business" by Patrick van der Pluijm & Maarten van Lieshout.
The opening day's slides and exercises to the two week summer course at IED in Barcelona I'm running. Our project topic this year is the future of food. More details on the course can be found here - http://iedbarcelona.es/en/cursos-info/summer-course-in-innovation-and-future-thinking/
Business plans take too long to write, are seldom updated, and almost never read by others but documenting your hypotheses is key.
Lean Canvas solves this problem using a 1-page business model that takes under 20 minutes to create, will be read by more people, and lets you focus on building your business - faster.
UX 리서치 시 사용자를 정의하고 모델링하는 3가지 방식
How to define your user when you want to make user centered design product & service..
Conceptual Model, Persona, Mental Model
How to Utilize Product Design Sprints by Blue Bottle Coffee PMProduct School
If you're resource-strapped or if you're not quite sure the Minimum Viable Product is going to be impactful, try the Google Design Sprint process. Over the course of 5 days, you work in a cross-functional team to solve for a core problem together. The best part? You build a high-fidelity prototype and validate the experience with your target audience.
Out of one of these Design Sprints, a team at Blue Bottle developed the Welcome Kit experience, which increased their new customer lifetime value by 11x! In this talk, Oriana walked through the experience using the Design Sprint process, how you can facilitate one with your team, and why you might want to consider running a Design Sprint yourself!
A great look on designing startups from a designers' perspective based on the new book "Designing A Better Business" by Patrick van der Pluijm & Maarten van Lieshout.
The opening day's slides and exercises to the two week summer course at IED in Barcelona I'm running. Our project topic this year is the future of food. More details on the course can be found here - http://iedbarcelona.es/en/cursos-info/summer-course-in-innovation-and-future-thinking/
Why you’re a Brand Shaper (knowingly or not) and what you can do about itRupert Platz
Held at IxDA Berlin, Nov 19 //
What do you feel when you hear the B-word?
The term „brand” often translates to us designers as “annoying regulations from the marketing department” or “some generic Powerpoint voodoo before we get to the real thing”.
But most of all, as Marty Neumeier put it, a brand is „a person‘s gut feeling about a product, a service, or an organization“. A gut feeling that will affect this person’s decisions and actions. That’s why organizations care about their brand and try to influence how people feel about them.
Now trying to influence people’s gut feelings about a product or service is something we’re quite familiar with – we call it “Experience Design”. That’s why we shouldn’t leave the task of caring about the brand to marketers alone and just grudgingly follow their style guides. The interactive products and services we design will influence our user’s brand perception more profoundly than award-winning campaigns or fancy image videos can.
So if brands are such a big deal and we’re all at least co-shapers of brand perceptions – deliberately or not -, why does the B-word almost never appear in our UX discussions and frameworks? In this talk, I’d like to share my ideas on how we can leverage the brand perspective to make sound design decisions and create better experiences.
The Startup Design Toolkit - a design-thinking approach to startups and produ...Alejandro Rios Peña
When PMs or entrepreneurs tackle a new product venture, they need to acquire and combine skills and tools from the Development, Business and Design fields. In this session, the following topics will be introduced:
- Is there really a formula for new product or startup success?
- What is Design-Thinking and how it is driving innovation around the world?
- Building a Toolkit: a subset of practical tools curated from the Lean Startup, Customer Development, Design-Thinking and other methods, to really help entrepreneurs to accelerate and find a scalable business model.
http://productcampsf.com/proposed-session-a-design-thinking-approach-to-pm-and-startups/
Design, Promote, Repeat: How Long-Term Marketing Strategies Lead to SuccessShortStack
Brand awareness is key. One goal of any business should be to be the first one that comes to mind when people are in need of a particular product or service. Brand recognition has a direct impact on the success of all businesses. Researchers refer to this concept as “brand equity,” which gauges how consumers react to a brand’s name1. Brand equity and awareness aren’t automatic; companies must employ frequent attempts to introduce their brand and services to their target audience.
Business Model Innovation - Key Note Speech Emad Saif
This is my keynote speech for anyone interested on "Business Model Innovation" at the Arabic Innovation Academy organized by the European Innovation Academy and Qatar Science & Technology Park in Qatar on Jan 7 2018
Stakeholder Mapping - service design workshop toolssimonorafferty
This is a brief example of how you go from stakeholder mapping in a service design workshop to some data that you can analyse or visualise. It involves creating an .xls dataset of nodes and links from the post-it notes added to worksheets by users
(Last change, July 2: Removed as beyond most teams' scope Eyetracking Study, Clickstream Analysis, Usability Benchmarking; Added Live-Data Prototypes, Demand Validation Test, Wizard of Oz Tests)
For our teams tasked with building products and features for The New York Times, we face a common challenge with many: how do we figure out what’s worth spending our time on?
The answer seems straightforward: test your ideas with real customers, leveraging the expertise of your product, UX, and engineering talent. Figure out the smallest test that you can come up with to test a specific hypothesis, gather data and insights, and keep iterating on it until you know whether the problem is real and your solution will prove valuable, usable, and feasible.
As part of our efforts to adopt such a data-driven, experimental approach to product development, we recently kicked off a product discovery pilot program. Small, cross-functional teams were paired with coaches and facilitators over a six week period to demonstrate how product discovery and Lean Startup techniques could work for real-world customer opportunities at The New York Times.
One of the first things that we learned about the process from our participants was that they wanted a "toolkit" - something to help them figure out what they should be doing, asking or making to get as quickly as possible towards the validated learning, prototypes and user tests that would have the most impact.
To help the facilitate the learning process for our dual-track Agile teams, the Product Architecture team here at The Times (Christine Yom, Jim Lamiell, Josh Turk, Priya Ollapally, and Al Ming) built a "Product Discovery Activity Guide" that rolled up activities, exercises, and testing techniques from all our favorite thought leaders.
This included brainstorming exercises from Gamestorming and Innovation Games, testing techniques from traditional user research, and rapid test-and-learn tactics from Google Ventures, Eric Ries (The Lean Startup), Jeff Gothelf (Lean UX), Steve Blank (Customer Development) and our spirit guide, Marty Cagan (Inspired), among others.
Our goal was to make it a tool not just for learning how to get started, but to be a living document for teams to share knowledge about the process itself. What techniques worked and didn't work? What tactics did they learn elsewhere that might be worth sharing with the rest of the company?
We hope you find it useful, and whether you’d like to share with us what you’re doing with it, or you have suggestions (big or small) to improve it for future product generations, please let us know! (nyt.tech.productarchitecture@nytimes.com)
Al Ming
July 2015
Najlepsze produkty nie biorą się z "dobrze zdefiniowanych wymagań", ale z głębokiego zrozumienia potrzeb użytkowników oraz ciągłego testowania nowych konceptów. Sukces produktu jest również wynikiem współpracy różnych grup interesariuszy.
Prezentacja z warsztatów przeprowadzonych w ramach WUD Silesia 2012 (www.wudsilesia.pl).
15 Quotes To Nurture Your Creative Soul!DesignMantic
Every now and then, we all crave inspiration to get started. but often times, inspiration is hardest is to find when it is needed the most. but powerful words almost always do the trick. They have power that is undeniable. So for all the creative souls out there, here we share some remarkable sayings from legends to feed your mind and strengthen your design game ...
Remember, sharing is caring! :)
Would you like to be able to increase the adoption rate of your product? In this session, we will introduce you to cutting edge concepts and techniques to shift your product development process from output to outcome driven. We will combine elements of Lean Startup, Product Discovery, and Experiment Driven Development to accelerate learning to quickly build products customer love.
Afstudeerverslag Stijn Bekkers - Toekomst scenario's en Business ModellenTheFutureNow
Stijn Bekkers is in de periode februari 2014 t/m juni 2014 afgestudeerd bij het CrossmediaLab van de Hogeschool Utrecht. Hij heeft verschillende toekomstscenario's doorvertaald naar concrete Business Modellen voor partnerbedrijf Angry Bytes in het kader van The Future Now.
Scenario analyse en planning voor innovatie Jurjen Helmus
College gegeven in het kader van Business Development en innovation management. Het college hoort bij een reeks colleges waarvan de eerste twee - quantification - gingen over de inschatting van de markt. Dit is gedaan voor markten waar dit mogelijk was.
Het college bestaat uit 3 onderdelen
- de basis van risico analyse en onzekerheid
- de opbouw van een scenario analyse
- de koppeling van deze twee aan innovatie projecten in de toekomst.
Why you’re a Brand Shaper (knowingly or not) and what you can do about itRupert Platz
Held at IxDA Berlin, Nov 19 //
What do you feel when you hear the B-word?
The term „brand” often translates to us designers as “annoying regulations from the marketing department” or “some generic Powerpoint voodoo before we get to the real thing”.
But most of all, as Marty Neumeier put it, a brand is „a person‘s gut feeling about a product, a service, or an organization“. A gut feeling that will affect this person’s decisions and actions. That’s why organizations care about their brand and try to influence how people feel about them.
Now trying to influence people’s gut feelings about a product or service is something we’re quite familiar with – we call it “Experience Design”. That’s why we shouldn’t leave the task of caring about the brand to marketers alone and just grudgingly follow their style guides. The interactive products and services we design will influence our user’s brand perception more profoundly than award-winning campaigns or fancy image videos can.
So if brands are such a big deal and we’re all at least co-shapers of brand perceptions – deliberately or not -, why does the B-word almost never appear in our UX discussions and frameworks? In this talk, I’d like to share my ideas on how we can leverage the brand perspective to make sound design decisions and create better experiences.
The Startup Design Toolkit - a design-thinking approach to startups and produ...Alejandro Rios Peña
When PMs or entrepreneurs tackle a new product venture, they need to acquire and combine skills and tools from the Development, Business and Design fields. In this session, the following topics will be introduced:
- Is there really a formula for new product or startup success?
- What is Design-Thinking and how it is driving innovation around the world?
- Building a Toolkit: a subset of practical tools curated from the Lean Startup, Customer Development, Design-Thinking and other methods, to really help entrepreneurs to accelerate and find a scalable business model.
http://productcampsf.com/proposed-session-a-design-thinking-approach-to-pm-and-startups/
Design, Promote, Repeat: How Long-Term Marketing Strategies Lead to SuccessShortStack
Brand awareness is key. One goal of any business should be to be the first one that comes to mind when people are in need of a particular product or service. Brand recognition has a direct impact on the success of all businesses. Researchers refer to this concept as “brand equity,” which gauges how consumers react to a brand’s name1. Brand equity and awareness aren’t automatic; companies must employ frequent attempts to introduce their brand and services to their target audience.
Business Model Innovation - Key Note Speech Emad Saif
This is my keynote speech for anyone interested on "Business Model Innovation" at the Arabic Innovation Academy organized by the European Innovation Academy and Qatar Science & Technology Park in Qatar on Jan 7 2018
Stakeholder Mapping - service design workshop toolssimonorafferty
This is a brief example of how you go from stakeholder mapping in a service design workshop to some data that you can analyse or visualise. It involves creating an .xls dataset of nodes and links from the post-it notes added to worksheets by users
(Last change, July 2: Removed as beyond most teams' scope Eyetracking Study, Clickstream Analysis, Usability Benchmarking; Added Live-Data Prototypes, Demand Validation Test, Wizard of Oz Tests)
For our teams tasked with building products and features for The New York Times, we face a common challenge with many: how do we figure out what’s worth spending our time on?
The answer seems straightforward: test your ideas with real customers, leveraging the expertise of your product, UX, and engineering talent. Figure out the smallest test that you can come up with to test a specific hypothesis, gather data and insights, and keep iterating on it until you know whether the problem is real and your solution will prove valuable, usable, and feasible.
As part of our efforts to adopt such a data-driven, experimental approach to product development, we recently kicked off a product discovery pilot program. Small, cross-functional teams were paired with coaches and facilitators over a six week period to demonstrate how product discovery and Lean Startup techniques could work for real-world customer opportunities at The New York Times.
One of the first things that we learned about the process from our participants was that they wanted a "toolkit" - something to help them figure out what they should be doing, asking or making to get as quickly as possible towards the validated learning, prototypes and user tests that would have the most impact.
To help the facilitate the learning process for our dual-track Agile teams, the Product Architecture team here at The Times (Christine Yom, Jim Lamiell, Josh Turk, Priya Ollapally, and Al Ming) built a "Product Discovery Activity Guide" that rolled up activities, exercises, and testing techniques from all our favorite thought leaders.
This included brainstorming exercises from Gamestorming and Innovation Games, testing techniques from traditional user research, and rapid test-and-learn tactics from Google Ventures, Eric Ries (The Lean Startup), Jeff Gothelf (Lean UX), Steve Blank (Customer Development) and our spirit guide, Marty Cagan (Inspired), among others.
Our goal was to make it a tool not just for learning how to get started, but to be a living document for teams to share knowledge about the process itself. What techniques worked and didn't work? What tactics did they learn elsewhere that might be worth sharing with the rest of the company?
We hope you find it useful, and whether you’d like to share with us what you’re doing with it, or you have suggestions (big or small) to improve it for future product generations, please let us know! (nyt.tech.productarchitecture@nytimes.com)
Al Ming
July 2015
Najlepsze produkty nie biorą się z "dobrze zdefiniowanych wymagań", ale z głębokiego zrozumienia potrzeb użytkowników oraz ciągłego testowania nowych konceptów. Sukces produktu jest również wynikiem współpracy różnych grup interesariuszy.
Prezentacja z warsztatów przeprowadzonych w ramach WUD Silesia 2012 (www.wudsilesia.pl).
15 Quotes To Nurture Your Creative Soul!DesignMantic
Every now and then, we all crave inspiration to get started. but often times, inspiration is hardest is to find when it is needed the most. but powerful words almost always do the trick. They have power that is undeniable. So for all the creative souls out there, here we share some remarkable sayings from legends to feed your mind and strengthen your design game ...
Remember, sharing is caring! :)
Would you like to be able to increase the adoption rate of your product? In this session, we will introduce you to cutting edge concepts and techniques to shift your product development process from output to outcome driven. We will combine elements of Lean Startup, Product Discovery, and Experiment Driven Development to accelerate learning to quickly build products customer love.
Afstudeerverslag Stijn Bekkers - Toekomst scenario's en Business ModellenTheFutureNow
Stijn Bekkers is in de periode februari 2014 t/m juni 2014 afgestudeerd bij het CrossmediaLab van de Hogeschool Utrecht. Hij heeft verschillende toekomstscenario's doorvertaald naar concrete Business Modellen voor partnerbedrijf Angry Bytes in het kader van The Future Now.
Scenario analyse en planning voor innovatie Jurjen Helmus
College gegeven in het kader van Business Development en innovation management. Het college hoort bij een reeks colleges waarvan de eerste twee - quantification - gingen over de inschatting van de markt. Dit is gedaan voor markten waar dit mogelijk was.
Het college bestaat uit 3 onderdelen
- de basis van risico analyse en onzekerheid
- de opbouw van een scenario analyse
- de koppeling van deze twee aan innovatie projecten in de toekomst.
In het eerste H-Lab van het project The Future Now zijn verschillende toekomstige onzekerheden benoemd voor de mediawereld. Met behulp van deze onzekerheden kunnen toekomst scenario's ontwikkeld worden die van invloed zijn op een Business Model. De aanzet voor de scenario's werd in het tweede H-Lab gepresenteerd en besproken.
Deze scenario's worden in de loopvan het project verder uitgewerkt en worden gebruikt om de BM's te stresstesten.
Je gebruikt de resultaten van de workshop ‘Toekomstige omgeving in kaart’ en/of ‘Toekomstige omgeving verdiepen tot perspectieven’ als input voor deze workshop. Centraal staat het analyseren van de huidige organisatie in relatie tot de toekomst om te komen tot organisatie-ontwikkelthema’s.
Voor een ieder die op zoek is naar een gedeelde toekomstvisie met ambitie is scenarioplanning een zeer geschikte werkvorm. De werkvorm kan zo uitgebreid ontworpen worden als wenselijk is.
De werkvorm vergt een intensieve proces begeleiding.
Mogelijke eindresultaten zijn: Visie, Trends, Factoren, Spelers, Tijdslijn, HypeCycle en/of Scenariomodel.
Het sociaal-cultureel volwassenenwerk is nauw betrokken bij wat er gebeurt in de samenleving. Informatie over grote maatschappelijke tendensen is dus van belang voor het engagement binnen en rond organisaties. Om tot een beleidsplan te komen, moeten organisaties een pak gegevens verzamelen en verwerken. Deze gegevensverzameling veronderstelt een inventarisatie van globale trends binnen de maatschappelijke context die een invloed uitoefenen op de organisatie.
Wat, waarom en hoe omtrent over 21st century skills.
Over de stand van zaken. Wie is er mee bezig? Waarom moet je het hebben over 21st century skills? En hoe maak je ze expliciet in het onderwijs?
Veranderkunde, sociale netwerken en leiderschapFrank Willems
Bij een werksessie die ik onlangs leidde voor een groep Honoursstudenten ben ik iets uitvoeriger dan normaal ingegaan op verandermanagement, leiderschap, crowdsourcing in relatie tot TheoryU.
Het ontwikkelen van relevante toekomst scenario's waarbinnen te ontwikkelen diensten mogelijk ontwikkeld worden, kunnen bijdragen aan inzicht bij het maken van strategische keuzes. Het eerste H-Lab van The Future Now richt zich op Scenario's voor de Mediaindustrie.
Onderdeel van The Future Now zijn InCompanyLabs. Met de ontwikkelde methoden proberen we een casus van een partner uit de mediaindustrie een stap verder te krijgen. Dit keer zijn we aan de slag gegaan met de redactie van Spirit24.
1. Scenario-denken &-analyse
…handelen met voorkennis…
dr. Patrick van der Duin
Fontys Hogeschool, Academy for Creative Industries
p.vanderduin@fontys.nl
www.patrickvanderduin.nl
12 maart 2014
2. 2
Onderwerpen
1. Lectoraat ‘Futures Research & Trendwatching’ bij Fontys Academy
for Creative Industries
2. Scenario’s:
– Definitie, principes van scenario’s, hoe bouw je ze?, enkele voorbeelden
3. Scenario’s en besluitvorming
4. Toekomstonderzoek, scenario’s en strategie
3. 3
Uitgangspunten lectoraat Futures
Research & Trendwatching
1. Futures research = wetenschap
2. Futures research is een middel, geen doel
3. ‘Futures’ is meervoud:
– Niet alleen voorspellen maar ook (juist) verkennen
– Meerdere methoden (dan trendwatching)
– Opkomst van de ‘creative worker’: onze studenten gaan ook werken in, voor en
met niet-creatieve sectoren
4. 4
Thema’s lectoraat Futures
Research & Trendwatching
Motto: Professionalisering door verbreding & verdieping….
1. Futures research = wetenschap
– Inzicht in methoden
– Inzicht in het ‘speelveld’ van toekomstonderzoek
2. Futures research is een middel, geen doel
– Koppeling met besluitvormingsprocessen
– Kennis van organisatorische context: ‘ambidexterity’
– Kennis van wanneer welke methoden moeten worden ingezet: ‘contingency’
3. ‘Futures’ is meervoud:
– ‘Grand challenges’
– Meer gebruik maken van technologische en economische trends
– Van ‘zekere’ trends naar ‘onzekere toekomsten’
– Van korte termijn naar de lange(re) termijn
5. 5
Missie lectoraat Futures Research
& Trendwatching
Het leveren van een bijdrage aan de ontwikkeling van de
generalistische, toekomstgerichte en strategische
professional
• Generalistisch: zowel binnen, buiten als tussen de creatieve sector
en andere economische sectoren, en vanuit meerdere
maatschappelijke domeinen
• Toekomstgericht: kan zowel procesmatig als inhoudelijk antwoord
geven op het organisatievraagstuk: “Waar verdienen wij over 10
jaar ons geld mee?”
• Strategisch: kan zowel procesmatig als inhoudelijk het
transitieproces van het heden naar de toekomst vormgeven
6. 6
Wat is toekomstonderzoek?
“Toekomstonderzoek is het
vermogen, de vaardigheid en
de kunst om toekomstige
ontwikkelingen te beschrijven,
te verklaren, te verkennen, te
voorspellen en/of te
interpreteren alsmede de
consequenties daarvan in te
schatten voor beslissingen en
andere acties in het heden”.
8. 8
Scenario’s: wat zijn scenario’s?
• Wat zijn scenario’s:
– karakteristieke beelden van de toekomst
– interpretaties van de huidige realiteit
– intern consistente verhalen over een pad van nu naar de
toekomst
– plausibele, maar onderling verschillende verhalen over
mogelijke toekomsten
• Wat zijn scenario’s niet:
– voorspellingen
– extrapolaties
– doemscenario’s
– ‘science fiction’ (‘zeppelin-syndroom’)
– strategie
18. Scenario’s Justitie: ‘Justitie over morgen’
Den Haag
Brussel
Sociale veiligheid
geen prioriteit
Sociale veiligheid
is prioriteit
Forza EuropaThe European Way
Samen.nl
Bang Nederland
21. Strong commitment
to group
A: Egalitarian
High Grid
B: Hierarchical
Low Grid
Weak commitment
to group
C: Individual D: Tough
Cultural theory en ‘vitalisering’
25. Scenario’s toegepast op de overheid
Overheid:
1. Wat is het onderwerp?
2. Wat is de toekomst
(forecast) van een
onderwerp bij ongewijzigd
beleid?
3. Wat is onze toekomstig
doel?
4. Welk beleid hoort bij de
verschillende scenario’s
om deze doelstelling te
halen?
5. Wat is de rode draad door
die verschillende
beleidsopties?
Voorbeeld
1.Filebestrijding
2. In 2020 zijn de files
met x% gegroeid bij
ongewijzigd beleid.
3. In 2020 zijn de files
met x% gedaald.
4. Welk file-beleid past in de
verschillende scenario’s
zodat de doelstelling gehaald
wordt?
5. Wat is de rode draad door
die verschillende
file-beleidsopties?
27. Von der Gracht, Vennemann & Darkow (2010):
corporate foresight and portfoliomanagement
27
28. 28
Typology Rohrbeck en Gemunden
(2010)
1. The initiator role:
triggering and inspiring
2. The strategist role:
guidance to the innovation efforts
3. The opponent role:
Challenging ideas and assumptions
29. 29
Van der Duin en Den Hartigh (2009):
balans tussen toekomst, innovatie en
strategie
Inside-out
static
Inside-out
dynamic
Outside-in
static
Outside-in
dynamic
Future is stable and
certain (predictable)
Tools: trend-analysis,
forecasting, SWOT
Future is not
uniquely predictable
but dependent on
competitive actions
Tools: scenario
analysis, game theory
Future is stable and
certain (predictable)
Tools: visioning,
environmental
scanning
Future is
unpredictable but
path-dependent
Tools: visioning,
backcasting, path-
dependency analysis
Figure 11.2: The place of the future in strategic thinking
30. Scenario’s toegepast
• Het ‘kringgesprek’ (‘strategic conversation’ )
• Geen scenario-project….maar een ongoing activity
• Scenario’s als:
– Bron van inspiratie
– Als ‘testomgeving’
– Early warning system
• 80/20: besteed meer tijd aan toepassing scenario’s
dan aan bouw (‘meta-analyse’)
30
Editor's Notes
11
Binnen KPN Research zijn vier Corporate Scenario’s ontwikkeld die zich richten op gebruikers (consument en bedrijf) van telecommunicatie in 2005 (Van der Duin, 1999). De Corporate Scenario’s kunnen fungeren als input voor het bedenken van nieuwe producten en diensten, testen van strategieën en voor het opbouwen van een visie op toekomstige ontwikkelingen.
De scenario’s zijn opgebouwd uit twee assen. Als men deze assen combineert ontstaan 4 scenario’s.
De eerste as heeft een individuele en een collectieve oriëntatie. Hierbij is het verschil tussen de individuele en de collectieve oriëntatie de mate waarin mensen geneigd zijn hun eigenbelang voorop te stellen, dan wel zich te conformeren aan de belangen van de groep waar men deel van uitmaakt. Individualisten zijn ik-bewust. Zij streven zoveel mogelijk hun eigenbelang na, zonder al te veel rekening te houden met de grotere groep. Collectivisten zijn daarentegen meer ‘wij-bewust’. Collectivisten zijn sterk gericht op harmonie, gelijkwaardigheid, zorg en kwaliteit.
De tweede as heeft een actieve en een passieve oriëntatie. Vanuit een actieve oriëntatie zijn mensen geneigd om hun leefwereld voortdurend actief te verkennen en te verbreden. Mensen die vanuit een passieve oriëntatie handelen, zijn daarentegen eerder geneigd zich te conformeren aan invloeden en waarden die van buitenaf komen, c.q. om deze invloeden en waarden van buitenaf passief te ondergaan. Gecombineerd leveren de twee assen vier scenario’s op: avontuur, budget, comfort en duurzaam.
In dit project worden de Corporate Scenario’s gebruikt om te kijken naar de werknemer en wijze waarop hij geboeid en gebonden kan worden.
We decided to use a set of four scenarios based on a cultural theory developed by the anthropologists and political scientists Michael Thompson, Richard Ellis and Aaron Wildavsky, strongly based on the work of anthropologist Mary Thompson. The main assumption is that the behavior and norms of people is guided by a certain cultural frame of reference. Although these frames can differ (as we will show), people act and decide within the boundaries set by the various frames of reference.
The frame is built upon two extremes:
1. group dimension: how strong do people feel themselves connected to a certain group? (strong vs. weak)
2. grid or regulation: to what extent are people’s lives guided and limited by rules and regulations? (high vs. low)
These two factors determine four types of cultural values/perspectives that determine how society regard elderly and also how they deal with (new) technology.