SlideShare a Scribd company logo
Helge Tennø | jokull.io
Customer Strategy | Customer Insight
.customer
strategyWHY DIGITAL ISN’T DIGITAL AND
CUSTOMERS ARE HOLDING THE
KEY TO YOUR FUTURE
as
.preface
“TO MANY MANAGERS, THE PRODUCT IS THE BUSINESS” - NIRAJ DAWAR, TILT
“Firms continue to spend inordinate amounts of time, effort, and
resources on their products. In fact, businesses are structured around
their products. Companies have product divisions and product
managers, and profitability is generally measured by product (not by
customer).
But the answers to questions like ‘Why
do customers buy from us?’” don’t reside
in products. As Dawar points out, they
“reside almost entirely in the interactions
that take place in the marketplace.
- Steve Denning, CES: A User's Guide To The New Economy
http://www.forbes.com/sites/stevedenning/2015/01/14/why-the-consumer-electronics-show-is-dying/#1443d21222cb
Planning meetings and budgets are product-based, incentives and bonuses are tied to product
volume moved, and the managers’ hopes and aspirations are pinned on product innovation and the
new-product pipeline. Building better products, conventional wisdom in these companies holds, is
their pathway to a better, less price-competitive future.
.preface
For the customer
the experience
is the sum of all
transactions
with the
company
PRODUCT
SERVICES
COMMUNICATION
.preface
TECHNOLOGYDISTRIBUTION
.preface
CUSTOMER
VALUE
You start of by identifying the customer value you are going
to create, and then find the distribution and technology
.growing complexity
PART 1
PART1A:GrowingComplexity
Image by NASA Goddard Space Flight Center on flickr.com
«PEOPLE HAVE CHANGED
MORE THAN THE BUSINESS
ORGANIZATIONS THEY
MUST DEPEND UPON FOR
CONSUMPTION AND FOR
EMPLOYMENT»- Shoshana Zuboff
link
PART1A:GrowingComplexity
Every century or so,
fundamental changes in the
nature of consumption create
new demand patterns that
existing enterprises can’t
meet.
- Shoshana Zuboff -
link
PART1A:GrowingComplexity
link
PART1A:GrowingComplexity
.the premium puzzle
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 enterprises can’t meet.
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.).
PART1A:GrowingComplexity
PART1A:GrowingComplexity
discuss:
Is there a / is there a looming
premium puzzle in your industry?
What is it?
In pairs of two for three minutes:
PART1B:GrowingComplexity
.there are no maps, you are the mapmaker
We are increasingly moving
from a world of predictability
and standardization where
there are simple problems,
single solutions and best
practices. To a world that has
complex problems with
multiple solutions which only
emerge after they are
influenced by an input
variable.
Continuing along the vector
of the current paradigm.
Becoming a highly efficient
component in a different
value chain.
a. What customers find valuable to pay
for is changing

b. Technology is changing how 

people do stuff leading to a
mutation of processes 

(e.g. SMS and payments 

become the same process) 

c. People organize in multiple
immediate networks, lasting from
seconds to months or years. These
networks are distributed, they don’t
have a plan and only react when
input hits them. Companies are the
input variable.
People are developing
new demand patters our
current business
organizations can’t meet
Enkle
Komplisert
Komplekst
Kaotisk
We’re facing new
types of problems
Entering new paradigms,
offering new processes to
help the customers progress.
Establishing new value
chains.
There will be a natural
separation between
format (the
processes+tech. firms
offer) and resource
(what is valuable to
people), where the
existing format stops
being inseparable
from the resource and
becomes an option.
.mutations
.infrastructure
We need
new types of
organization
s around new
types of data
PART1B:GrowingComplexity
- Shoshana Zuboff
.progress, struggle
understanding customers’
PART 2
and
circumstance
PART2A:UnderstandingCustomers’progressandcircumstance
PART2A:UnderstandingCustomers’progressandcircumstance
PART2A:UnderstandingCustomers’progressandcircumstance
PART2A:UnderstandingCustomers’progressandcircumstance
ACTIVE
VS.
PASSIVE
DATA
THE DATA DELUSION:.the fallacy of
SURFACE
GROWTH
CONFORMING
DATA
.the fallacy of.the fallacy of
link
PART2A:UnderstandingCustomers’progressandcircumstance
After decades of watching great companies fail, we’ve
come to the conclusion that the focus on correlation—
and on knowing more and more about customers—is
taking firms in the wrong direction. What they really
need to home in on is the progress that the customer is
trying to make in a given circumstance—what the
customer hopes to accomplish. This is what we’ve come
to call the job to be done.
Know Your Customers’ “Jobs to Be Done”
Clayton M. Christensen, Taddy Hall, Karen Dillon, David S. Duncan
https://hbr.org/2016/09/know-your-customers-jobs-to-be-done
PART2A:UnderstandingCustomers’progressandcircumstance
PART2A:UnderstandingCustomers’progressandcircumstance
PART2A:UnderstandingCustomers’progressandcircumstance
CUSTOMER STRATEGY / THE CUSTOMERS JOB
JOB DESCRIPTION
WHAT JOB?
DESCRIBE THE CUSTOMERS CIRCUMSTANCE, PROGRESS AND STRUGGLE
CIRCUMSTANCE
IDENTIFY THE SITUATION WHAT MOTIVATES ME?
PRIORITY
PRIORITY
PRIORITY
HELGE
TENNØ
JOKULL
180360720.NO | JOKULL.IO
SOURCE, The canvas comprises the thoughts on customer-jobs-to-be-done presented through a series of articles:
- Finding the Right Job For Your Product, Clayton M. Christensen, Scott D. Anthony, Gerald Berstell and Denise Nitterhouse, http://sloanreview.mit.edu/article/finding-the-right-job-for-your-product/
- Giving Customers a Fair Hearing, Anthony W. Ulwick and Lance A. Bettencourt, http://sloanreview.mit.edu/article/giving-customers-a-fair-hearing/
- Mark Johnson @ the Business Design Summit in Berlin 2013, http://www.businessdesignsummit.com
- The Innovator's Secret Weapon, Bill Ding, Jian Sun, http://bit.ly/1IoGyR4
WHAT PROGRESS, STRUGGLE AND CIRCUMSTANCE IS
THE CUSTOMER HIRING THE PRODUCT / SERVICE FOR?
FUNCTIONAL GOAL
WHAT AM I TRYING TO ACHIEVE?
SOCIAL GOAL
WHAT DO I WANT TO ACHIEVE IN THE
INTERACTION WITH OTHERS?
MOTIVATIONAL
GOAL
PART2:UnderstandingCustomers’progressandcircumstance
discuss:
What progress, struggle and circumstance is
the customer hiring the product/service for?
In pairs of two for three minutes:
Over time companies and industries 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.
.customer OSOperating in the market from the perspective of its Customer Value Proposition
link
PART2B:UnderstandingCustomers’progressandcircumstance
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
Common market reaction to real threat:
e.g. Insurance companies understand the importance of insuring against damage or loss to
people’s physical property. But in regards to intellectual property they don’t see their role
at all. This is strange. Given that if you loose your computer the stuff on it is far more
valuable than the box itself. What business are the insurance companies really in?
The insurance industry avoided any problem by just renaming the whole problem.
Insurance of intellectual property is now called cloud storage.
renamethe threat to make it disappear
PART2B:UnderstandingCustomers’progressandcircumstance
PART2:UnderstandingCustomers’progressandcircumstance
discuss:
What are the advantages of the different
approaches to understanding the market:
- Core technology
- Core business model
- Customer job / progress and circumstance
In pairs of two for three minutes:
.mutation
PART 3
Technology is changing how people do
stuff, leading to a mutation of processes.
(e.g. SMS and payments become the same process)
PART3:Mutationofprocess
of
process
People reach their goals through their behaviors. They hire products and
services because of the processes these offer that allows different types of
behavior. These processes are themselves limited to what the current
technology can offer. And hence people’s behaviors are limited to the
technology that is available.
PERSON GOALPROCESS BEHAVIOR
TECHNOLOGY
PRODUCTS AND SERVICES
PART3:Mutationofprocess
.but
What happens when the technology changes?
PART3:Mutationofprocess
What happens when the technology changes?
What happens when people’s goals change?
.but
PART3:Mutationofprocess
"In the old model things didn't change very fast, it was predictable and so you
built for predictability. It was like saying; 'go find this object in a well lit room’."
- Aaron Dignan -
A Well Lit Room
It used to be…
link
PART3:Mutationofprocess
PART3:Mutationofprocess
link
- In a well lit room these factors are all very predictable -
PERSON GOALPROCESS BEHAVIOR
TECHNOLOGY
PART3:Mutationofprocess
New technology invites companies to find new processes
creating new behaviors for people
Slow moving societal change like
the increase in higher education,
standards of living, social
complexity and longevity etc.
changes people’s mind in regard
to what they find valuable
Dark Room
Now it’s more like…
PERSON GOALPROCESS BEHAVIOR
TECHNOLOGY
- Quote by Aaron Dignan -
PART3:Mutationofprocess
New technology invites companies to find new processes
creating new behaviors for people
Slow moving societal change like
the increase in higher education,
standards of living, social
complexity and longevity etc.
changes people’s mind in regard
to what they find valuable
PERSON GOALPROCESS BEHAVIOR
TECHNOLOGY
PART3:Mutationofprocess
- Helge Tennø -
«IT IS NOT ABOUT
OLD PRODUCTS
OR SERVICES
BECOMING TOO
COMPLICATED
OR TOO SLOW,
THEY BECOME
IRRELEVANT.»
link
PART3:Mutationofprocess
PART3:Process
discuss:
Are we in the business of solving a customer
problem or selling a customer process?
To which consequence?
In pairs of two for three minutes:
PART 4:
PART4:Thismightbeyourfutureinfiveyears
your future
this might be
in three to five years …
The customer is not in the driver seat.
It is us that no longer understands
what they find valuable to pay for.
.willingness to pay
PART4:Thismightbeyourfutureinfiveyears
PART4:Thismightbeyourfutureinfiveyears
Identity
link
PART4:Thismightbeyourfutureinfiveyears
MASS
STANDARDIZATION
IDENTITY
INDIVIDUALIZATION
THE WILLINGNESS TO PAY A PREMIUM IS CONNECTED TO IDENTITY
INDIVIDUALIZATION UNLEASHES NEW MARKETS AND WEALTH
PART4:Thismightbeyourfutureinfiveyears
«We want to make a
personal Google for
each and every user»
«We made Google search for everyone and
today we made Google Assistant just for you»
Sundar Pichai, CEO Google
4th October 2016
PART4:Thismightbeyourfutureinfiveyears
Microsoft wants to
"democratize
artificial
intelligence" and
bring AI to systems
that everyone uses.
http://arstechnica.com/information-technology/2016/09/microsoft-
merges-bing-cortana-and-research-to-make-5000-strong-ai-division/
«THEY CAN PICK OUT THE BEST CREDIT RISKS, IN
AN ECONOMY WHERE INFORMATION ON CREDIT-
WORTHINESS IS, SHALL WE SAY, A BIT THIN.»
- Nicholas Lardy, a longstanding expert on China’s financial sector at the Peterson
Institute for International Economics -
http://www.ibtimes.com/mybank-vs-webank-chinas-internet-giants-go-head-head-new-online-banking-sector-1941380
«We’re connecting 10,000+ data points per customer
to build a new kind of credit score. It's working in a
way that the world has never seen before.» - tala.co
THE UNBANKED AND THE UNDERBANKED
DATA HVILKEN DATA KAN VI SAMLE
OG HVORDAN KAN VI BRUKE DENNE?
PART4:Thismightbeyourfutureinfiveyears
discuss:
What would identity and
individualization look like in your
industry? Is it already here?
In pairs of two for three minutes:
PART4:Thismightbeyourfutureinfiveyears
PART 5:
choice.
freedom of
PART5:Freedomofchoice
.freedom of choice, not voice
The democratization of the Internet has led to
If everyone is offering the customer the same processes and infrastructure customers are only given a choice
between logos and colors.
But, if a provider offers the same or competing value with different processes and / or no infrastructure.
Then the customer has been given a real choice and there is a real threat to the incumbents.
ChoiceNo Real Choice
PART5:Freedomofchoice
Customer Expectation GAP-graph / Richard Trovatten
Time
Customer
excpectation
«Innovation over time ads layers of new customer expectations»
Layersofinnovation
PART5:Freedomofchoice
Companies aren’t disrupted, components in their value chain are. 
NEW VALUE CHAIN
TRANSACTION COST =
PROCESSING INFORMATION AND COMMUNICATION
TRANSACTION COST =
PROCESSING INFORMATION AND COMMUNICATION
COMPONENT REMAINS UNCHANGED
COMPONENT BECOMES INCREASINGLY
IMPORTANT TO CUSTOMER- COMPANY
KEEPS AVERAGE ADVANTAGE
NEW COMPONENT EMERGES - COMPANY
CHOOSES TO IGNORE EMERGING
CUSTOMER DEMAND
COMPONENT IS REMOVED FROM THE VALUE CHAIN.
VALUE CHAIN BREAKS UP.
NEW COMPONENT EMERGES. VALUE
CHAIN BECOMES HORIZONTAL.
COMPANY IS UNABLE TO COMPETE WITH
ASSYMETRIC COMPETITION
NEW COMPONENT EMERGES - DATA
DRIVEN CLOTHING XXX INTRODUCES
NEW DELVIERABLE AS INCUMBENT VALUE
CREATION BECOMES INFRASTRUCTURE
MAP STRING OF COMPONENTS
WHICH COMPONENTS ARE INTERNAL AND
WHICH ARE EXTERNAL?
IDENTIFY THE COMPETITIVE LANDSCAPE
[DISPLAY LOGOS]
WHAT IS CUSTOMER VALUE AND WHAT IS
INFRASTRUCTURE?
WHICH COMPONENTS REPRESENT YOUR
COMPETITITVE ADVANTAGE?
WHICH COMPONENTS REQUIRE A HIGH
DEGREE OF FLEXIBILITY
TO MEET THE CHANGING AND DIVERSE
NEEDS OF THE MARKET?
WHICH COMPONENTS ARE RIPE FOR
DISTRUPTION?
WHICH COMPONENTS ARE KEY WHEN
MUTATING TO OTHER INDUSTRIES?
-
HOW DO WE ORGANIZE FOR THIS?
HOW DO WE FUEL THE ORGANIZATION?
ca.
Mu.
cv.infr.
flex
D.
VALUE CHAIN MAPPING:
PART5:Freedomofchoice
PART5:Freedomofchoice
Encyclopedia Education
PART5:Freedomofchoice
discuss:
What are the core components in your
value chain? Are they stretchable?
In pairs of two for three minutes:
PART5:Choiceandhownottoseeit..
It is always easy to explain the world
in hindsight, so lets try foresight:
It is becoming increasingly clear to banks that
where FinTech proposes no real threat WeChat
and other social life-platforms do.
How/why?
FinTech proposes to better one or a few
components in the banks value chain - but the
chain itself will remain in the banks control.
Life-platforms turns this on its head. Suddenly
banks become the component and life-platforms
become the chains.
Banks, with their processes and infrastructure
suddenly, and very visibly, are becoming
irrelevant.
link
PART5:Choiceandhownottoseeit..
PART 6:
.hardware
PART6:Hardware
What are we organized to accomplish?
Companies are designed to
out!
customers
keep
VIA CHUCK COKER ON FLICKR.COM
link
PART6:Hardware
We were designed to engage in a predictable environment, which
requires that [the customers] are similarly designed. But, [the
customer] network didn’t have a five year strategic plan, they
didn’t have a linear hierarchy or centralized authority. We had to
understand that we were fighting against a complex, movable,
continuously changing decentralized and distributed network.
And these networks would last for six months or twelve minutes.
- Paraphrasing Chris Fussell & Rachel Mendelowitz -
[I removed references to Al Qaida and changed them with the customer]
@responsiveconference.com, 20.aug.16
vs.
PART6:Hardware
efficiency
COMPANIES CARE ABOUT
this harmonizes poorly with unpredictable customer who want nothing more then their own surplus
&
standardization
PART6:Hardware
link
PART6:Hardware
«Let me give you an example of how expensive that can be. A decade ago four
of the most powerful technology companies in the world were Intel, Dell, HP and
Microsoft. And yet all four of them completely missed the single biggest shift in
the generation in their industry. And that was the shift to wireless. The mobile
opportunity was not an existential threat to their core business.
We continue to over concentrate power in our
organizations. When you give a few people at
the top the power to set strategy and direction
you are giving them the right to hold the
organizations capacity to change hostage to their
own personal willingness to adapt and change.»
«[successfull companies] fail when their leaders fail to
write of their own depreciating intellectual capital.»
- Gary Hamel
link
PART6:Hardware
link
PART6:Hardware
«We were caught of guard»
Senior Management in some of Norway’s biggest media companies after ignoring
the warnings from their talented employees for years.
PART6:Hardware
«Even the worlds most efficient hierachical, linear organization was unable
to keep up with the speed of this distributed network»
- Chris Fussel, Stanley McChrystal Group -
Graph / slide from Mike Arauz / aug.co
link
PART6:Hardware
«The problem set for an organization
usually changes every week.»
- Chris Fussell, Managing Partner at McChrystal Group -
link
PART6:Hardware
The old management model is a control mechanism subdividing talent into
compartments where top-management destroys their ability to create value.
Enabling companies are driving information rapidly out to front-line self-
organizing teams in order for them to operate autonomously and react
instantly to changes in customer demand patterns. Employees given the
opportunity to use their talent unleash massive wealth for the corporation. 
Cases in point: Salesforce, Netflix, Patagonia, Zappos, Tesla, AirBNB, Morning Star, Etsy, Nest, Spotify, Valve, Google, Burtzorg, Haier, Gore Technologies, DSM, GE Health, Whole Foods, Zara, Telus, Uber, Amazon, Facebook, Apple
link
PART6:Hardware
PART6:Hardware
discuss:
How are we best designed
for the customer?
In pairs of two for three minutes:
.software
PART 7:
The execution is never better than the
strategy we put in, and the strategy is
never better than the data, insight and
experience it is built on top of.
PART7:Software
- CHRISTIAN MADSBJERG AND MIKKEL B. RASMUSSEN,
HBR.ORG, AN ANTHROPOLOGIST WALKS INTO A BAR
The biggest challenge CEOs face is the so called
complexity gap.
CEOs see a lack of customer
insight as their biggest deficit
in managing complexity. ..
And rank “customer
obsession” as the most
critical leadership trait.
THE
link
PART7:Software
PART7:Software
PART7:Software
IS CUSTOMER INSIGHT EVEN
THE RIGHT APPROACH?
PART7:Software
.disorder
complex
complicated
simplechaotic
Cause and effect: understandable in
retrospect but do not repeat
Probe - sense - respond
Cause and effect: Detectable but
seperated over time and space
Sense - Analyze - respond
Cause and effect: Repeatable,
perceiveable and predictable
Sense - Categorize - respond
Cause and effect: Not detectable
Act - Sense - respond
Unordered context
Ordered context
The
cynefin
sensemaking
framework
Making sense
of the world
so we can act
in it
- Dave Snowden, SenseMaker
PART7:Software
The customer
is not a
segment, she
is a signal
PART7:Software
link
In short, mutations that upend
industries can come from
anywhere, and conventional forms
of market analysis and competitive
strategy will miss those mutations.
PART7:Software
- Shoshana Zuboff, Creating value in the age of distributed capitalism
- www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/creating-value-in-the-age-of-distributed-capitalism
What can the customer teach us?
- progress and circumstance
- input variable
- complex
- signal
- mutation
PART7:Software
discuss:
In pairs of two for three minutes:
</end of digital>
PART 8:
new models
and
practices
PART8:</endofdigital>
THE CHANGING CONTENT OF CAPITALISM
«the specific kinds of business models and practices that create wealth in any given era»
MERCANTILE CAPITALISM
Venetian merchants and Dutch traders
PROPRIETARY CAPITALISM
Factory and workshops of the British Empire
MANAGERIAL CAPITALISM
American modelled mass consumption
DISTRIBUTED CAPITALISM
Apple, Alphebeth, Facebook, Amazon
2000 -190018001600-1700
PART8:</endofdigital>
A MUTATION IN
CAPITALISM
ITSELF It would be easy to construe these as isolated cases of innovation and industry
change, but I believe they represent much more: a mutation in capitalism itself.
What’s the difference? Innovations improve the framework in which
enterprises produce and deliver goods and services. Mutations create new
frameworks; they are not simply new technologies, though they do leverage
technologies to do new things. Historically, mutations have superseded
innovations when fundamental shifts in what people want require a new
approach to enterprise: new purposes, new methods, new outcomes.
Creating value in the age of distributed capitalism
By Shoshana Zuboff
http://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/creating-value-in-the-age-of-distributed-capitalism
link
PART8:</endofdigital>
DISTRIBUTED CAPITALISMCOMPANIES WHO OWN THE MEANS OF DISTRIBUTION OWN THE PIPELINE TO PEOPLE
WE NOW LIVE IN AN AGE OF
ALIBABA, WECHAT, KAKAO, LINE FACEBOOK, APPLE, AMAZON, GOOGLE
PART8:</endofdigital>
MASS
STANDARDIZATION
IDENTITY
INDIVIDUALIZATION
THE WILLINGNESS TO PAY A PREMIUM IS CONNECTED TO IDENTITY
INDIVIDUALIZATION UNLEASHES NEW MARKETS AND WEALTH
PART8:</endofdigital>
«The measure of a successful
company is its ability to let its
customers and employees
liberate it.»
- Helge Tennø -
PART8:</endofdigital>
PROTOTYPE
FLEXIBLE TECHNOLOGY AND SYSTEMS
Q.: Which demands do we need to put on our technologies and
systems?
KEYWORDS:
- Flexible, agile and dynamic platforms
- Rapid iterations and user testing
- Individual services and experiences
- Immediate, real-time and distributed data
- Machine learning / AI for individualization
- Capture all structured and unstructured customer data
- Multiple solutions running at the same time
FUELING THE 21st CENTURY ORG.
Q.: Where and how can we start to understand different
circumstances and progress? Where can we learn the
most for the least amount of time and money? How do
we get to the first data point?
KEYWORDS:
- Fast realtime feedback loops, smaller probes in parallel
- Cluster on actual behavior
- Direct contact between the decision makers and raw data. Without interpretative layers
- Continuos learning and adaptability
RESPONSIVE ORGANIZATION
Q.: How do we organize to match the
customers’ distributed networks?
KEYWORDS:
- Decentralized teams and decision making
- Information is open - not protected
- Organize around customer problems
- Immediate and continuos deployment
APPROACH / MINDSET
Q.: How can we make better sense of the
problems we face, how do we solve different
problems?
KEYWORDS:
- Adopt complex problem approach in addition to already established
simple and complicated approach
- Capture customer data to understand causality / problem
- Strong opinions loosely held
Understand customers problems
PROGRESS AND CIRCUMSTANCE 21st CENTURY VALUE
& REVENUE STREAMS
CANVAS FOR DISCUSSION: APPROACH / MINDSET,
TECHNOLOGY, ORGANIZATION AND BUSINESS:
21st CENTURY
THIS MODEL IS JUST A THOUGHT EXPERIMENT. ANY FEEDBACK WOULD BE MUCH APPRECIATED.
EXPLANATION:
This model is a suggested sense making tool to help organizations develop a shared language and understanding
as they are figuring out how to move from the existing model to a new OS / operating system more fit for the 21st
century customers and mutating markets.
SELF-ORGANIZE:
The model is not linear, it does not have a start or an end. The team
uses the framework to inspire a discussion on the topic.
Q.: How can we better identify the different customer
circumstances and aspiring progress?
Q.: What type of value should we measure and
where do we find new revenue streams?
HELGE
TENNØ
JOKULL
180360720.NO | JOKULL.IO
WHAT NOW?
PART8:</endofdigital>
Helge Tennø | jokull.io
Customer Strategy | Customer Insight
Follow me or even better, join my knowledge network on LinkedIn

More Related Content

What's hot

From customer hostility to customer centricity
From customer hostility to customer centricityFrom customer hostility to customer centricity
From customer hostility to customer centricity
Helge Tennø
 
The Rise of Digital Darwinism and the Real-world Business Drivers for Digital...
The Rise of Digital Darwinism and the Real-world Business Drivers for Digital...The Rise of Digital Darwinism and the Real-world Business Drivers for Digital...
The Rise of Digital Darwinism and the Real-world Business Drivers for Digital...
Brian Solis
 
How To Transform Digital Customer Experiences For The Connected Customer
How To Transform Digital Customer Experiences For The Connected CustomerHow To Transform Digital Customer Experiences For The Connected Customer
How To Transform Digital Customer Experiences For The Connected Customer
Brian Solis
 
Technology Will Disrupt - Why, What and How?
Technology Will Disrupt - Why, What and How?Technology Will Disrupt - Why, What and How?
Technology Will Disrupt - Why, What and How?
Helge Tennø
 
Competing for the Future: Iteration vs. Innovation by Brian Solis
Competing for the Future: Iteration vs. Innovation by Brian SolisCompeting for the Future: Iteration vs. Innovation by Brian Solis
Competing for the Future: Iteration vs. Innovation by Brian Solis
Brian Solis
 
11 Digital Trends Shaping CX and Marketing in 2020 - Live from CES
11 Digital Trends Shaping CX and Marketing in 2020 - Live from CES11 Digital Trends Shaping CX and Marketing in 2020 - Live from CES
11 Digital Trends Shaping CX and Marketing in 2020 - Live from CES
Brian Solis
 
Leading Trends in Retail Innovation by Brian Solis
Leading Trends in Retail Innovation by Brian SolisLeading Trends in Retail Innovation by Brian Solis
Leading Trends in Retail Innovation by Brian Solis
Brian Solis
 
The End of Business as Usual Rewire the Way You Work to Succeed in the Consum...
The End of Business as Usual Rewire the Way You Work to Succeed in the Consum...The End of Business as Usual Rewire the Way You Work to Succeed in the Consum...
The End of Business as Usual Rewire the Way You Work to Succeed in the Consum...
Brian Solis
 
Customer Service: A human-shaped manifesto
Customer Service: A human-shaped manifestoCustomer Service: A human-shaped manifesto
Customer Service: A human-shaped manifesto
Designit
 
The End of Stability: Rethinking Strategy for an Uncertain Age
The End of Stability: Rethinking Strategy for an Uncertain AgeThe End of Stability: Rethinking Strategy for an Uncertain Age
The End of Stability: Rethinking Strategy for an Uncertain Age
Capgemini
 
Digital disruption - From Disrupted To Disruptor
Digital disruption - From Disrupted To DisruptorDigital disruption - From Disrupted To Disruptor
Digital disruption - From Disrupted To Disruptor
Daniel Raihani, JP
 
How Corporations Should Prioritize Social Business Budgets
How Corporations Should Prioritize Social Business BudgetsHow Corporations Should Prioritize Social Business Budgets
How Corporations Should Prioritize Social Business Budgets
Jeremiah Owyang
 
Data Driven Marketing: the DNA of customer orientated companies
Data Driven Marketing: the DNA of customer orientated companiesData Driven Marketing: the DNA of customer orientated companies
Data Driven Marketing: the DNA of customer orientated companies
Good Rebels
 
Disruptive Innovation in 2016
Disruptive Innovation in 2016Disruptive Innovation in 2016
Disruptive Innovation in 2016
Jeremy Waite
 
12 Disruptive Technologies
12 Disruptive Technologies12 Disruptive Technologies
12 Disruptive Technologies
adigaskell
 
How do we measure the value of social media?
How do we measure the value of social media?How do we measure the value of social media?
How do we measure the value of social media?
Helge Tennø
 
In the end, the best customer experience wins, no matter who makes it - v.2
In the end, the best customer experience wins, no matter who makes it - v.2In the end, the best customer experience wins, no matter who makes it - v.2
In the end, the best customer experience wins, no matter who makes it - v.2
Helge Tennø
 
Companies are designed to keep customers out
Companies are designed to keep customers outCompanies are designed to keep customers out
Companies are designed to keep customers out
Helge Tennø
 
Design thinking: An approach to innovation that scales.
Design thinking:  An approach to innovation that scales. Design thinking:  An approach to innovation that scales.
Design thinking: An approach to innovation that scales.
Infosys Consulting
 
Five Customer Gaps
Five Customer GapsFive Customer Gaps
Five Customer Gaps
Helge Tennø
 

What's hot (20)

From customer hostility to customer centricity
From customer hostility to customer centricityFrom customer hostility to customer centricity
From customer hostility to customer centricity
 
The Rise of Digital Darwinism and the Real-world Business Drivers for Digital...
The Rise of Digital Darwinism and the Real-world Business Drivers for Digital...The Rise of Digital Darwinism and the Real-world Business Drivers for Digital...
The Rise of Digital Darwinism and the Real-world Business Drivers for Digital...
 
How To Transform Digital Customer Experiences For The Connected Customer
How To Transform Digital Customer Experiences For The Connected CustomerHow To Transform Digital Customer Experiences For The Connected Customer
How To Transform Digital Customer Experiences For The Connected Customer
 
Technology Will Disrupt - Why, What and How?
Technology Will Disrupt - Why, What and How?Technology Will Disrupt - Why, What and How?
Technology Will Disrupt - Why, What and How?
 
Competing for the Future: Iteration vs. Innovation by Brian Solis
Competing for the Future: Iteration vs. Innovation by Brian SolisCompeting for the Future: Iteration vs. Innovation by Brian Solis
Competing for the Future: Iteration vs. Innovation by Brian Solis
 
11 Digital Trends Shaping CX and Marketing in 2020 - Live from CES
11 Digital Trends Shaping CX and Marketing in 2020 - Live from CES11 Digital Trends Shaping CX and Marketing in 2020 - Live from CES
11 Digital Trends Shaping CX and Marketing in 2020 - Live from CES
 
Leading Trends in Retail Innovation by Brian Solis
Leading Trends in Retail Innovation by Brian SolisLeading Trends in Retail Innovation by Brian Solis
Leading Trends in Retail Innovation by Brian Solis
 
The End of Business as Usual Rewire the Way You Work to Succeed in the Consum...
The End of Business as Usual Rewire the Way You Work to Succeed in the Consum...The End of Business as Usual Rewire the Way You Work to Succeed in the Consum...
The End of Business as Usual Rewire the Way You Work to Succeed in the Consum...
 
Customer Service: A human-shaped manifesto
Customer Service: A human-shaped manifestoCustomer Service: A human-shaped manifesto
Customer Service: A human-shaped manifesto
 
The End of Stability: Rethinking Strategy for an Uncertain Age
The End of Stability: Rethinking Strategy for an Uncertain AgeThe End of Stability: Rethinking Strategy for an Uncertain Age
The End of Stability: Rethinking Strategy for an Uncertain Age
 
Digital disruption - From Disrupted To Disruptor
Digital disruption - From Disrupted To DisruptorDigital disruption - From Disrupted To Disruptor
Digital disruption - From Disrupted To Disruptor
 
How Corporations Should Prioritize Social Business Budgets
How Corporations Should Prioritize Social Business BudgetsHow Corporations Should Prioritize Social Business Budgets
How Corporations Should Prioritize Social Business Budgets
 
Data Driven Marketing: the DNA of customer orientated companies
Data Driven Marketing: the DNA of customer orientated companiesData Driven Marketing: the DNA of customer orientated companies
Data Driven Marketing: the DNA of customer orientated companies
 
Disruptive Innovation in 2016
Disruptive Innovation in 2016Disruptive Innovation in 2016
Disruptive Innovation in 2016
 
12 Disruptive Technologies
12 Disruptive Technologies12 Disruptive Technologies
12 Disruptive Technologies
 
How do we measure the value of social media?
How do we measure the value of social media?How do we measure the value of social media?
How do we measure the value of social media?
 
In the end, the best customer experience wins, no matter who makes it - v.2
In the end, the best customer experience wins, no matter who makes it - v.2In the end, the best customer experience wins, no matter who makes it - v.2
In the end, the best customer experience wins, no matter who makes it - v.2
 
Companies are designed to keep customers out
Companies are designed to keep customers outCompanies are designed to keep customers out
Companies are designed to keep customers out
 
Design thinking: An approach to innovation that scales.
Design thinking:  An approach to innovation that scales. Design thinking:  An approach to innovation that scales.
Design thinking: An approach to innovation that scales.
 
Five Customer Gaps
Five Customer GapsFive Customer Gaps
Five Customer Gaps
 

Viewers also liked

Input Variables - Presentation ADC*E Festival ‘17
Input Variables - Presentation ADC*E Festival ‘17Input Variables - Presentation ADC*E Festival ‘17
Input Variables - Presentation ADC*E Festival ‘17
Helge Tennø
 
Fit for Uncertainty
Fit for UncertaintyFit for Uncertainty
Fit for Uncertainty
Helge Tennø
 
Big Content Inspiration For Your Small Business
Big Content Inspiration For Your Small BusinessBig Content Inspiration For Your Small Business
Big Content Inspiration For Your Small Business
Gerry Moran
 
SXSW 2016 takeaways
SXSW 2016 takeawaysSXSW 2016 takeaways
SXSW 2016 takeaways
Havas
 
The Outcome Economy
The Outcome EconomyThe Outcome Economy
The Outcome Economy
Helge Tennø
 
The Customer OS - Why digital isn’t digital and customers hold the key to you...
The Customer OS - Why digital isn’t digital and customers hold the key to you...The Customer OS - Why digital isn’t digital and customers hold the key to you...
The Customer OS - Why digital isn’t digital and customers hold the key to you...
Helge Tennø
 
Mental Models and Organizations Amid Growing Complexity
Mental Models and Organizations Amid Growing ComplexityMental Models and Organizations Amid Growing Complexity
Mental Models and Organizations Amid Growing Complexity
Helge Tennø
 
We Are Running Our Organizations on Old Data
We Are Running Our Organizations on Old DataWe Are Running Our Organizations on Old Data
We Are Running Our Organizations on Old Data
Helge Tennø
 
ÖH FH Oberösterreich Sponsoring Netzwerk 2012
ÖH FH Oberösterreich Sponsoring Netzwerk 2012ÖH FH Oberösterreich Sponsoring Netzwerk 2012
ÖH FH Oberösterreich Sponsoring Netzwerk 2012
Florian Maderebner
 
Consumer 2020
Consumer 2020Consumer 2020
Consumer 2020
PSFK
 

Viewers also liked (10)

Input Variables - Presentation ADC*E Festival ‘17
Input Variables - Presentation ADC*E Festival ‘17Input Variables - Presentation ADC*E Festival ‘17
Input Variables - Presentation ADC*E Festival ‘17
 
Fit for Uncertainty
Fit for UncertaintyFit for Uncertainty
Fit for Uncertainty
 
Big Content Inspiration For Your Small Business
Big Content Inspiration For Your Small BusinessBig Content Inspiration For Your Small Business
Big Content Inspiration For Your Small Business
 
SXSW 2016 takeaways
SXSW 2016 takeawaysSXSW 2016 takeaways
SXSW 2016 takeaways
 
The Outcome Economy
The Outcome EconomyThe Outcome Economy
The Outcome Economy
 
The Customer OS - Why digital isn’t digital and customers hold the key to you...
The Customer OS - Why digital isn’t digital and customers hold the key to you...The Customer OS - Why digital isn’t digital and customers hold the key to you...
The Customer OS - Why digital isn’t digital and customers hold the key to you...
 
Mental Models and Organizations Amid Growing Complexity
Mental Models and Organizations Amid Growing ComplexityMental Models and Organizations Amid Growing Complexity
Mental Models and Organizations Amid Growing Complexity
 
We Are Running Our Organizations on Old Data
We Are Running Our Organizations on Old DataWe Are Running Our Organizations on Old Data
We Are Running Our Organizations on Old Data
 
ÖH FH Oberösterreich Sponsoring Netzwerk 2012
ÖH FH Oberösterreich Sponsoring Netzwerk 2012ÖH FH Oberösterreich Sponsoring Netzwerk 2012
ÖH FH Oberösterreich Sponsoring Netzwerk 2012
 
Consumer 2020
Consumer 2020Consumer 2020
Consumer 2020
 

Similar to Customer As Strategy

Grib mulighederne med seneste IT trends- få Microsoft overblikket og nyhederne
Grib mulighederne med seneste IT trends- få Microsoft overblikket og nyhederneGrib mulighederne med seneste IT trends- få Microsoft overblikket og nyhederne
Grib mulighederne med seneste IT trends- få Microsoft overblikket og nyhederne
Microsoft
 
Digital business will compete
Digital business will competeDigital business will compete
Digital business will compete
AdCMO
 
Defining Digital Transformation - the research
Defining Digital Transformation - the researchDefining Digital Transformation - the research
Defining Digital Transformation - the research
Tom Rieger
 
How to Survive in a Fast-Changing World | Business Model Innovation
How to Survive in a Fast-Changing World | Business Model InnovationHow to Survive in a Fast-Changing World | Business Model Innovation
How to Survive in a Fast-Changing World | Business Model Innovation
Anja Hoffmann
 
Enterprise 2.0 & Social CRM: Together At Last
Enterprise 2.0 & Social CRM: Together At LastEnterprise 2.0 & Social CRM: Together At Last
Enterprise 2.0 & Social CRM: Together At Last
Paul Greenberg
 
DIY Tools for Market Research by Scott Worthge, uSamp
DIY Tools for Market Research by Scott Worthge, uSampDIY Tools for Market Research by Scott Worthge, uSamp
DIY Tools for Market Research by Scott Worthge, uSamp
NorthWest MRA
 
What does Digital Disruption look like?
What does Digital Disruption look like?What does Digital Disruption look like?
What does Digital Disruption look like?
Mike Shaw
 
The essential elements of a digital transformation strategy
The essential elements of a digital transformation strategyThe essential elements of a digital transformation strategy
The essential elements of a digital transformation strategy
Marcel Santilli
 
The Journey towards Sustainable Digital Innovation. A case study on Arval BNP...
The Journey towards Sustainable Digital Innovation. A case study on Arval BNP...The Journey towards Sustainable Digital Innovation. A case study on Arval BNP...
The Journey towards Sustainable Digital Innovation. A case study on Arval BNP...
Anastasia Romanski
 
Nicola Millard - Futurologist
Nicola Millard - FuturologistNicola Millard - Futurologist
Nicola Millard - Futurologist
Larry Taylor Ph.D.
 
Ecton
EctonEcton
Individual paper_ Internet marketing_Pokrywka
Individual paper_ Internet marketing_PokrywkaIndividual paper_ Internet marketing_Pokrywka
Individual paper_ Internet marketing_Pokrywka
Veronika Tarnovskaya
 
CRM Scenarios & Trends
CRM Scenarios & TrendsCRM Scenarios & Trends
CRM Scenarios & Trends
Gianluca Ferranti
 
Work 4.0 _ The Industry 4.0 Digital Transformation
Work 4.0 _  The Industry 4.0 Digital TransformationWork 4.0 _  The Industry 4.0 Digital Transformation
Work 4.0 _ The Industry 4.0 Digital Transformation
Wg Cdr Jayesh C S PAI
 
CWIN17 New-York / Navigating the age of digital disruption
CWIN17 New-York / Navigating the age of digital disruptionCWIN17 New-York / Navigating the age of digital disruption
CWIN17 New-York / Navigating the age of digital disruption
Capgemini
 
Digital strategy Report John Lynn
Digital strategy Report John LynnDigital strategy Report John Lynn
Digital strategy Report John Lynn
John Lynn
 
Harnessing digital disruption to reinvent customer engagement v2
Harnessing digital disruption to reinvent customer engagement v2Harnessing digital disruption to reinvent customer engagement v2
Harnessing digital disruption to reinvent customer engagement v2
itnewsafrica
 
Digital transformation - the paradigm shift towards business as usual - Rick ...
Digital transformation - the paradigm shift towards business as usual - Rick ...Digital transformation - the paradigm shift towards business as usual - Rick ...
Digital transformation - the paradigm shift towards business as usual - Rick ...
Rick Bouter
 
ACMPaperFinalDraft.docx (5)
ACMPaperFinalDraft.docx (5)ACMPaperFinalDraft.docx (5)
ACMPaperFinalDraft.docx (5)
scomes
 
Marketing ecosystem: 7 challenges facing marketers today
Marketing ecosystem: 7 challenges facing marketers todayMarketing ecosystem: 7 challenges facing marketers today
Marketing ecosystem: 7 challenges facing marketers today
Tony Davis
 

Similar to Customer As Strategy (20)

Grib mulighederne med seneste IT trends- få Microsoft overblikket og nyhederne
Grib mulighederne med seneste IT trends- få Microsoft overblikket og nyhederneGrib mulighederne med seneste IT trends- få Microsoft overblikket og nyhederne
Grib mulighederne med seneste IT trends- få Microsoft overblikket og nyhederne
 
Digital business will compete
Digital business will competeDigital business will compete
Digital business will compete
 
Defining Digital Transformation - the research
Defining Digital Transformation - the researchDefining Digital Transformation - the research
Defining Digital Transformation - the research
 
How to Survive in a Fast-Changing World | Business Model Innovation
How to Survive in a Fast-Changing World | Business Model InnovationHow to Survive in a Fast-Changing World | Business Model Innovation
How to Survive in a Fast-Changing World | Business Model Innovation
 
Enterprise 2.0 & Social CRM: Together At Last
Enterprise 2.0 & Social CRM: Together At LastEnterprise 2.0 & Social CRM: Together At Last
Enterprise 2.0 & Social CRM: Together At Last
 
DIY Tools for Market Research by Scott Worthge, uSamp
DIY Tools for Market Research by Scott Worthge, uSampDIY Tools for Market Research by Scott Worthge, uSamp
DIY Tools for Market Research by Scott Worthge, uSamp
 
What does Digital Disruption look like?
What does Digital Disruption look like?What does Digital Disruption look like?
What does Digital Disruption look like?
 
The essential elements of a digital transformation strategy
The essential elements of a digital transformation strategyThe essential elements of a digital transformation strategy
The essential elements of a digital transformation strategy
 
The Journey towards Sustainable Digital Innovation. A case study on Arval BNP...
The Journey towards Sustainable Digital Innovation. A case study on Arval BNP...The Journey towards Sustainable Digital Innovation. A case study on Arval BNP...
The Journey towards Sustainable Digital Innovation. A case study on Arval BNP...
 
Nicola Millard - Futurologist
Nicola Millard - FuturologistNicola Millard - Futurologist
Nicola Millard - Futurologist
 
Ecton
EctonEcton
Ecton
 
Individual paper_ Internet marketing_Pokrywka
Individual paper_ Internet marketing_PokrywkaIndividual paper_ Internet marketing_Pokrywka
Individual paper_ Internet marketing_Pokrywka
 
CRM Scenarios & Trends
CRM Scenarios & TrendsCRM Scenarios & Trends
CRM Scenarios & Trends
 
Work 4.0 _ The Industry 4.0 Digital Transformation
Work 4.0 _  The Industry 4.0 Digital TransformationWork 4.0 _  The Industry 4.0 Digital Transformation
Work 4.0 _ The Industry 4.0 Digital Transformation
 
CWIN17 New-York / Navigating the age of digital disruption
CWIN17 New-York / Navigating the age of digital disruptionCWIN17 New-York / Navigating the age of digital disruption
CWIN17 New-York / Navigating the age of digital disruption
 
Digital strategy Report John Lynn
Digital strategy Report John LynnDigital strategy Report John Lynn
Digital strategy Report John Lynn
 
Harnessing digital disruption to reinvent customer engagement v2
Harnessing digital disruption to reinvent customer engagement v2Harnessing digital disruption to reinvent customer engagement v2
Harnessing digital disruption to reinvent customer engagement v2
 
Digital transformation - the paradigm shift towards business as usual - Rick ...
Digital transformation - the paradigm shift towards business as usual - Rick ...Digital transformation - the paradigm shift towards business as usual - Rick ...
Digital transformation - the paradigm shift towards business as usual - Rick ...
 
ACMPaperFinalDraft.docx (5)
ACMPaperFinalDraft.docx (5)ACMPaperFinalDraft.docx (5)
ACMPaperFinalDraft.docx (5)
 
Marketing ecosystem: 7 challenges facing marketers today
Marketing ecosystem: 7 challenges facing marketers todayMarketing ecosystem: 7 challenges facing marketers today
Marketing ecosystem: 7 challenges facing marketers today
 

More from Helge Tennø

Business experimentation
Business experimentationBusiness experimentation
Business experimentation
Helge Tennø
 
Agile Customer Thinking - Introduction Workshop
Agile Customer Thinking - Introduction WorkshopAgile Customer Thinking - Introduction Workshop
Agile Customer Thinking - Introduction Workshop
Helge Tennø
 
Our imagination is taken hostage (by outdated input variables)
Our imagination is taken hostage (by outdated input variables)Our imagination is taken hostage (by outdated input variables)
Our imagination is taken hostage (by outdated input variables)
Helge Tennø
 
We overestimate changes in the short run and underestimate them in the long run
We overestimate changes in the short run and underestimate them in the long runWe overestimate changes in the short run and underestimate them in the long run
We overestimate changes in the short run and underestimate them in the long run
Helge Tennø
 
Grow your thinking
Grow your thinkingGrow your thinking
Grow your thinking
Helge Tennø
 
Successful innovators don't care about innovating
Successful innovators don't care about innovatingSuccessful innovators don't care about innovating
Successful innovators don't care about innovating
Helge Tennø
 
Fagmøte om Omni-Channel Marketing - Agenda
Fagmøte om Omni-Channel Marketing - AgendaFagmøte om Omni-Channel Marketing - Agenda
Fagmøte om Omni-Channel Marketing - Agenda
Helge Tennø
 
The customer gap
The customer gapThe customer gap
The customer gap
Helge Tennø
 
The End of Shareholder Capitalism / The Beginning of Customer Capitalism
The End of Shareholder Capitalism / The Beginning of Customer CapitalismThe End of Shareholder Capitalism / The Beginning of Customer Capitalism
The End of Shareholder Capitalism / The Beginning of Customer Capitalism
Helge Tennø
 
The Customer Job To Be Done Canvas - Prototype
The Customer Job To Be Done Canvas - PrototypeThe Customer Job To Be Done Canvas - Prototype
The Customer Job To Be Done Canvas - Prototype
Helge Tennø
 
New Demand Patterns - How customers are changing the landscape of communicati...
New Demand Patterns - How customers are changing the landscape of communicati...New Demand Patterns - How customers are changing the landscape of communicati...
New Demand Patterns - How customers are changing the landscape of communicati...
Helge Tennø
 
How technology and business is changing communication
How technology and business is changing communicationHow technology and business is changing communication
How technology and business is changing communication
Helge Tennø
 
Ignite us
Ignite usIgnite us
Ignite us
Helge Tennø
 
Business culture is changing, and so will technology, design and communication
Business culture is changing, and so will technology, design and communicationBusiness culture is changing, and so will technology, design and communication
Business culture is changing, and so will technology, design and communication
Helge Tennø
 

More from Helge Tennø (14)

Business experimentation
Business experimentationBusiness experimentation
Business experimentation
 
Agile Customer Thinking - Introduction Workshop
Agile Customer Thinking - Introduction WorkshopAgile Customer Thinking - Introduction Workshop
Agile Customer Thinking - Introduction Workshop
 
Our imagination is taken hostage (by outdated input variables)
Our imagination is taken hostage (by outdated input variables)Our imagination is taken hostage (by outdated input variables)
Our imagination is taken hostage (by outdated input variables)
 
We overestimate changes in the short run and underestimate them in the long run
We overestimate changes in the short run and underestimate them in the long runWe overestimate changes in the short run and underestimate them in the long run
We overestimate changes in the short run and underestimate them in the long run
 
Grow your thinking
Grow your thinkingGrow your thinking
Grow your thinking
 
Successful innovators don't care about innovating
Successful innovators don't care about innovatingSuccessful innovators don't care about innovating
Successful innovators don't care about innovating
 
Fagmøte om Omni-Channel Marketing - Agenda
Fagmøte om Omni-Channel Marketing - AgendaFagmøte om Omni-Channel Marketing - Agenda
Fagmøte om Omni-Channel Marketing - Agenda
 
The customer gap
The customer gapThe customer gap
The customer gap
 
The End of Shareholder Capitalism / The Beginning of Customer Capitalism
The End of Shareholder Capitalism / The Beginning of Customer CapitalismThe End of Shareholder Capitalism / The Beginning of Customer Capitalism
The End of Shareholder Capitalism / The Beginning of Customer Capitalism
 
The Customer Job To Be Done Canvas - Prototype
The Customer Job To Be Done Canvas - PrototypeThe Customer Job To Be Done Canvas - Prototype
The Customer Job To Be Done Canvas - Prototype
 
New Demand Patterns - How customers are changing the landscape of communicati...
New Demand Patterns - How customers are changing the landscape of communicati...New Demand Patterns - How customers are changing the landscape of communicati...
New Demand Patterns - How customers are changing the landscape of communicati...
 
How technology and business is changing communication
How technology and business is changing communicationHow technology and business is changing communication
How technology and business is changing communication
 
Ignite us
Ignite usIgnite us
Ignite us
 
Business culture is changing, and so will technology, design and communication
Business culture is changing, and so will technology, design and communicationBusiness culture is changing, and so will technology, design and communication
Business culture is changing, and so will technology, design and communication
 

Recently uploaded

Organizational Change Leadership Agile Tour Geneve 2024
Organizational Change Leadership Agile Tour Geneve 2024Organizational Change Leadership Agile Tour Geneve 2024
Organizational Change Leadership Agile Tour Geneve 2024
Kirill Klimov
 
Training my puppy and implementation in this story
Training my puppy and implementation in this storyTraining my puppy and implementation in this story
Training my puppy and implementation in this story
WilliamRodrigues148
 
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta MatkaDpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
➒➌➎➏➑➐➋➑➐➐Dpboss Matka Guessing Satta Matka Kalyan Chart Indian Matka
 
Understanding User Needs and Satisfying Them
Understanding User Needs and Satisfying ThemUnderstanding User Needs and Satisfying Them
Understanding User Needs and Satisfying Them
Aggregage
 
Part 2 Deep Dive: Navigating the 2024 Slowdown
Part 2 Deep Dive: Navigating the 2024 SlowdownPart 2 Deep Dive: Navigating the 2024 Slowdown
Part 2 Deep Dive: Navigating the 2024 Slowdown
jeffkluth1
 
amptalk_RecruitingDeck_english_2024.06.05
amptalk_RecruitingDeck_english_2024.06.05amptalk_RecruitingDeck_english_2024.06.05
amptalk_RecruitingDeck_english_2024.06.05
marketing317746
 
Authentically Social by Corey Perlman - EO Puerto Rico
Authentically Social by Corey Perlman - EO Puerto RicoAuthentically Social by Corey Perlman - EO Puerto Rico
Authentically Social by Corey Perlman - EO Puerto Rico
Corey Perlman, Social Media Speaker and Consultant
 
Observation Lab PowerPoint Assignment for TEM 431
Observation Lab PowerPoint Assignment for TEM 431Observation Lab PowerPoint Assignment for TEM 431
Observation Lab PowerPoint Assignment for TEM 431
ecamare2
 
2024-6-01-IMPACTSilver-Corp-Presentation.pdf
2024-6-01-IMPACTSilver-Corp-Presentation.pdf2024-6-01-IMPACTSilver-Corp-Presentation.pdf
2024-6-01-IMPACTSilver-Corp-Presentation.pdf
hartfordclub1
 
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdf
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfThe 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdf
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdf
thesiliconleaders
 
Best practices for project execution and delivery
Best practices for project execution and deliveryBest practices for project execution and delivery
Best practices for project execution and delivery
CLIVE MINCHIN
 
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel ChartSatta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
➒➌➎➏➑➐➋➑➐➐Dpboss Matka Guessing Satta Matka Kalyan Chart Indian Matka
 
ModelingMarketingStrategiesMKS.CollumbiaUniversitypdf
ModelingMarketingStrategiesMKS.CollumbiaUniversitypdfModelingMarketingStrategiesMKS.CollumbiaUniversitypdf
ModelingMarketingStrategiesMKS.CollumbiaUniversitypdf
fisherameliaisabella
 
The Influence of Marketing Strategy and Market Competition on Business Perfor...
The Influence of Marketing Strategy and Market Competition on Business Perfor...The Influence of Marketing Strategy and Market Competition on Business Perfor...
The Influence of Marketing Strategy and Market Competition on Business Perfor...
Adam Smith
 
The Influence of Marketing Strategy and Market Competition on Business Perfor...
The Influence of Marketing Strategy and Market Competition on Business Perfor...The Influence of Marketing Strategy and Market Competition on Business Perfor...
The Influence of Marketing Strategy and Market Competition on Business Perfor...
Adam Smith
 
How to Implement a Real Estate CRM Software
How to Implement a Real Estate CRM SoftwareHow to Implement a Real Estate CRM Software
How to Implement a Real Estate CRM Software
SalesTown
 
3 Simple Steps To Buy Verified Payoneer Account In 2024
3 Simple Steps To Buy Verified Payoneer Account In 20243 Simple Steps To Buy Verified Payoneer Account In 2024
3 Simple Steps To Buy Verified Payoneer Account In 2024
SEOSMMEARTH
 
Industrial Tech SW: Category Renewal and Creation
Industrial Tech SW:  Category Renewal and CreationIndustrial Tech SW:  Category Renewal and Creation
Industrial Tech SW: Category Renewal and Creation
Christian Dahlen
 
In the Adani-Hindenburg case, what is SEBI investigating.pptx
In the Adani-Hindenburg case, what is SEBI investigating.pptxIn the Adani-Hindenburg case, what is SEBI investigating.pptx
In the Adani-Hindenburg case, what is SEBI investigating.pptx
Adani case
 
Top mailing list providers in the USA.pptx
Top mailing list providers in the USA.pptxTop mailing list providers in the USA.pptx
Top mailing list providers in the USA.pptx
JeremyPeirce1
 

Recently uploaded (20)

Organizational Change Leadership Agile Tour Geneve 2024
Organizational Change Leadership Agile Tour Geneve 2024Organizational Change Leadership Agile Tour Geneve 2024
Organizational Change Leadership Agile Tour Geneve 2024
 
Training my puppy and implementation in this story
Training my puppy and implementation in this storyTraining my puppy and implementation in this story
Training my puppy and implementation in this story
 
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta MatkaDpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
 
Understanding User Needs and Satisfying Them
Understanding User Needs and Satisfying ThemUnderstanding User Needs and Satisfying Them
Understanding User Needs and Satisfying Them
 
Part 2 Deep Dive: Navigating the 2024 Slowdown
Part 2 Deep Dive: Navigating the 2024 SlowdownPart 2 Deep Dive: Navigating the 2024 Slowdown
Part 2 Deep Dive: Navigating the 2024 Slowdown
 
amptalk_RecruitingDeck_english_2024.06.05
amptalk_RecruitingDeck_english_2024.06.05amptalk_RecruitingDeck_english_2024.06.05
amptalk_RecruitingDeck_english_2024.06.05
 
Authentically Social by Corey Perlman - EO Puerto Rico
Authentically Social by Corey Perlman - EO Puerto RicoAuthentically Social by Corey Perlman - EO Puerto Rico
Authentically Social by Corey Perlman - EO Puerto Rico
 
Observation Lab PowerPoint Assignment for TEM 431
Observation Lab PowerPoint Assignment for TEM 431Observation Lab PowerPoint Assignment for TEM 431
Observation Lab PowerPoint Assignment for TEM 431
 
2024-6-01-IMPACTSilver-Corp-Presentation.pdf
2024-6-01-IMPACTSilver-Corp-Presentation.pdf2024-6-01-IMPACTSilver-Corp-Presentation.pdf
2024-6-01-IMPACTSilver-Corp-Presentation.pdf
 
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdf
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfThe 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdf
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdf
 
Best practices for project execution and delivery
Best practices for project execution and deliveryBest practices for project execution and delivery
Best practices for project execution and delivery
 
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel ChartSatta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
 
ModelingMarketingStrategiesMKS.CollumbiaUniversitypdf
ModelingMarketingStrategiesMKS.CollumbiaUniversitypdfModelingMarketingStrategiesMKS.CollumbiaUniversitypdf
ModelingMarketingStrategiesMKS.CollumbiaUniversitypdf
 
The Influence of Marketing Strategy and Market Competition on Business Perfor...
The Influence of Marketing Strategy and Market Competition on Business Perfor...The Influence of Marketing Strategy and Market Competition on Business Perfor...
The Influence of Marketing Strategy and Market Competition on Business Perfor...
 
The Influence of Marketing Strategy and Market Competition on Business Perfor...
The Influence of Marketing Strategy and Market Competition on Business Perfor...The Influence of Marketing Strategy and Market Competition on Business Perfor...
The Influence of Marketing Strategy and Market Competition on Business Perfor...
 
How to Implement a Real Estate CRM Software
How to Implement a Real Estate CRM SoftwareHow to Implement a Real Estate CRM Software
How to Implement a Real Estate CRM Software
 
3 Simple Steps To Buy Verified Payoneer Account In 2024
3 Simple Steps To Buy Verified Payoneer Account In 20243 Simple Steps To Buy Verified Payoneer Account In 2024
3 Simple Steps To Buy Verified Payoneer Account In 2024
 
Industrial Tech SW: Category Renewal and Creation
Industrial Tech SW:  Category Renewal and CreationIndustrial Tech SW:  Category Renewal and Creation
Industrial Tech SW: Category Renewal and Creation
 
In the Adani-Hindenburg case, what is SEBI investigating.pptx
In the Adani-Hindenburg case, what is SEBI investigating.pptxIn the Adani-Hindenburg case, what is SEBI investigating.pptx
In the Adani-Hindenburg case, what is SEBI investigating.pptx
 
Top mailing list providers in the USA.pptx
Top mailing list providers in the USA.pptxTop mailing list providers in the USA.pptx
Top mailing list providers in the USA.pptx
 

Customer As Strategy

  • 1. Helge Tennø | jokull.io Customer Strategy | Customer Insight .customer strategyWHY DIGITAL ISN’T DIGITAL AND CUSTOMERS ARE HOLDING THE KEY TO YOUR FUTURE as
  • 3. “TO MANY MANAGERS, THE PRODUCT IS THE BUSINESS” - NIRAJ DAWAR, TILT “Firms continue to spend inordinate amounts of time, effort, and resources on their products. In fact, businesses are structured around their products. Companies have product divisions and product managers, and profitability is generally measured by product (not by customer). But the answers to questions like ‘Why do customers buy from us?’” don’t reside in products. As Dawar points out, they “reside almost entirely in the interactions that take place in the marketplace. - Steve Denning, CES: A User's Guide To The New Economy http://www.forbes.com/sites/stevedenning/2015/01/14/why-the-consumer-electronics-show-is-dying/#1443d21222cb Planning meetings and budgets are product-based, incentives and bonuses are tied to product volume moved, and the managers’ hopes and aspirations are pinned on product innovation and the new-product pipeline. Building better products, conventional wisdom in these companies holds, is their pathway to a better, less price-competitive future. .preface
  • 4. For the customer the experience is the sum of all transactions with the company PRODUCT SERVICES COMMUNICATION .preface
  • 5. TECHNOLOGYDISTRIBUTION .preface CUSTOMER VALUE You start of by identifying the customer value you are going to create, and then find the distribution and technology
  • 6. .growing complexity PART 1 PART1A:GrowingComplexity Image by NASA Goddard Space Flight Center on flickr.com
  • 7. «PEOPLE HAVE CHANGED MORE THAN THE BUSINESS ORGANIZATIONS THEY MUST DEPEND UPON FOR CONSUMPTION AND FOR EMPLOYMENT»- Shoshana Zuboff link PART1A:GrowingComplexity
  • 8. Every century or so, fundamental changes in the nature of consumption create new demand patterns that existing enterprises can’t meet. - Shoshana Zuboff - link PART1A:GrowingComplexity
  • 9. link PART1A:GrowingComplexity .the premium puzzle 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 enterprises can’t meet.
  • 10. 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.). PART1A:GrowingComplexity
  • 11. PART1A:GrowingComplexity discuss: Is there a / is there a looming premium puzzle in your industry? What is it? In pairs of two for three minutes:
  • 13. .there are no maps, you are the mapmaker We are increasingly moving from a world of predictability and standardization where there are simple problems, single solutions and best practices. To a world that has complex problems with multiple solutions which only emerge after they are influenced by an input variable. Continuing along the vector of the current paradigm. Becoming a highly efficient component in a different value chain. a. What customers find valuable to pay for is changing
 b. Technology is changing how 
 people do stuff leading to a mutation of processes 
 (e.g. SMS and payments 
 become the same process) 
 c. People organize in multiple immediate networks, lasting from seconds to months or years. These networks are distributed, they don’t have a plan and only react when input hits them. Companies are the input variable. People are developing new demand patters our current business organizations can’t meet Enkle Komplisert Komplekst Kaotisk We’re facing new types of problems Entering new paradigms, offering new processes to help the customers progress. Establishing new value chains. There will be a natural separation between format (the processes+tech. firms offer) and resource (what is valuable to people), where the existing format stops being inseparable from the resource and becomes an option. .mutations .infrastructure We need new types of organization s around new types of data PART1B:GrowingComplexity - Shoshana Zuboff
  • 14. .progress, struggle understanding customers’ PART 2 and circumstance PART2A:UnderstandingCustomers’progressandcircumstance
  • 17. PART2A:UnderstandingCustomers’progressandcircumstance ACTIVE VS. PASSIVE DATA THE DATA DELUSION:.the fallacy of SURFACE GROWTH CONFORMING DATA .the fallacy of.the fallacy of
  • 18. link PART2A:UnderstandingCustomers’progressandcircumstance After decades of watching great companies fail, we’ve come to the conclusion that the focus on correlation— and on knowing more and more about customers—is taking firms in the wrong direction. What they really need to home in on is the progress that the customer is trying to make in a given circumstance—what the customer hopes to accomplish. This is what we’ve come to call the job to be done. Know Your Customers’ “Jobs to Be Done” Clayton M. Christensen, Taddy Hall, Karen Dillon, David S. Duncan https://hbr.org/2016/09/know-your-customers-jobs-to-be-done
  • 21. PART2A:UnderstandingCustomers’progressandcircumstance CUSTOMER STRATEGY / THE CUSTOMERS JOB JOB DESCRIPTION WHAT JOB? DESCRIBE THE CUSTOMERS CIRCUMSTANCE, PROGRESS AND STRUGGLE CIRCUMSTANCE IDENTIFY THE SITUATION WHAT MOTIVATES ME? PRIORITY PRIORITY PRIORITY HELGE TENNØ JOKULL 180360720.NO | JOKULL.IO SOURCE, The canvas comprises the thoughts on customer-jobs-to-be-done presented through a series of articles: - Finding the Right Job For Your Product, Clayton M. Christensen, Scott D. Anthony, Gerald Berstell and Denise Nitterhouse, http://sloanreview.mit.edu/article/finding-the-right-job-for-your-product/ - Giving Customers a Fair Hearing, Anthony W. Ulwick and Lance A. Bettencourt, http://sloanreview.mit.edu/article/giving-customers-a-fair-hearing/ - Mark Johnson @ the Business Design Summit in Berlin 2013, http://www.businessdesignsummit.com - The Innovator's Secret Weapon, Bill Ding, Jian Sun, http://bit.ly/1IoGyR4 WHAT PROGRESS, STRUGGLE AND CIRCUMSTANCE IS THE CUSTOMER HIRING THE PRODUCT / SERVICE FOR? FUNCTIONAL GOAL WHAT AM I TRYING TO ACHIEVE? SOCIAL GOAL WHAT DO I WANT TO ACHIEVE IN THE INTERACTION WITH OTHERS? MOTIVATIONAL GOAL
  • 22. PART2:UnderstandingCustomers’progressandcircumstance discuss: What progress, struggle and circumstance is the customer hiring the product/service for? In pairs of two for three minutes:
  • 23. Over time companies and industries 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. .customer OSOperating in the market from the perspective of its Customer Value Proposition link PART2B:UnderstandingCustomers’progressandcircumstance 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
  • 24. Common market reaction to real threat: e.g. Insurance companies understand the importance of insuring against damage or loss to people’s physical property. But in regards to intellectual property they don’t see their role at all. This is strange. Given that if you loose your computer the stuff on it is far more valuable than the box itself. What business are the insurance companies really in? The insurance industry avoided any problem by just renaming the whole problem. Insurance of intellectual property is now called cloud storage. renamethe threat to make it disappear PART2B:UnderstandingCustomers’progressandcircumstance
  • 25. PART2:UnderstandingCustomers’progressandcircumstance discuss: What are the advantages of the different approaches to understanding the market: - Core technology - Core business model - Customer job / progress and circumstance In pairs of two for three minutes:
  • 26. .mutation PART 3 Technology is changing how people do stuff, leading to a mutation of processes. (e.g. SMS and payments become the same process) PART3:Mutationofprocess of process
  • 27. People reach their goals through their behaviors. They hire products and services because of the processes these offer that allows different types of behavior. These processes are themselves limited to what the current technology can offer. And hence people’s behaviors are limited to the technology that is available. PERSON GOALPROCESS BEHAVIOR TECHNOLOGY PRODUCTS AND SERVICES PART3:Mutationofprocess
  • 28. .but What happens when the technology changes? PART3:Mutationofprocess
  • 29. What happens when the technology changes? What happens when people’s goals change? .but PART3:Mutationofprocess
  • 30. "In the old model things didn't change very fast, it was predictable and so you built for predictability. It was like saying; 'go find this object in a well lit room’." - Aaron Dignan - A Well Lit Room It used to be… link PART3:Mutationofprocess
  • 32. - In a well lit room these factors are all very predictable - PERSON GOALPROCESS BEHAVIOR TECHNOLOGY PART3:Mutationofprocess
  • 33. New technology invites companies to find new processes creating new behaviors for people Slow moving societal change like the increase in higher education, standards of living, social complexity and longevity etc. changes people’s mind in regard to what they find valuable Dark Room Now it’s more like… PERSON GOALPROCESS BEHAVIOR TECHNOLOGY - Quote by Aaron Dignan - PART3:Mutationofprocess
  • 34. New technology invites companies to find new processes creating new behaviors for people Slow moving societal change like the increase in higher education, standards of living, social complexity and longevity etc. changes people’s mind in regard to what they find valuable PERSON GOALPROCESS BEHAVIOR TECHNOLOGY PART3:Mutationofprocess
  • 35. - Helge Tennø - «IT IS NOT ABOUT OLD PRODUCTS OR SERVICES BECOMING TOO COMPLICATED OR TOO SLOW, THEY BECOME IRRELEVANT.» link PART3:Mutationofprocess
  • 36. PART3:Process discuss: Are we in the business of solving a customer problem or selling a customer process? To which consequence? In pairs of two for three minutes:
  • 38. The customer is not in the driver seat. It is us that no longer understands what they find valuable to pay for. .willingness to pay PART4:Thismightbeyourfutureinfiveyears
  • 41. MASS STANDARDIZATION IDENTITY INDIVIDUALIZATION THE WILLINGNESS TO PAY A PREMIUM IS CONNECTED TO IDENTITY INDIVIDUALIZATION UNLEASHES NEW MARKETS AND WEALTH PART4:Thismightbeyourfutureinfiveyears
  • 42. «We want to make a personal Google for each and every user» «We made Google search for everyone and today we made Google Assistant just for you» Sundar Pichai, CEO Google 4th October 2016 PART4:Thismightbeyourfutureinfiveyears Microsoft wants to "democratize artificial intelligence" and bring AI to systems that everyone uses. http://arstechnica.com/information-technology/2016/09/microsoft- merges-bing-cortana-and-research-to-make-5000-strong-ai-division/
  • 43. «THEY CAN PICK OUT THE BEST CREDIT RISKS, IN AN ECONOMY WHERE INFORMATION ON CREDIT- WORTHINESS IS, SHALL WE SAY, A BIT THIN.» - Nicholas Lardy, a longstanding expert on China’s financial sector at the Peterson Institute for International Economics - http://www.ibtimes.com/mybank-vs-webank-chinas-internet-giants-go-head-head-new-online-banking-sector-1941380 «We’re connecting 10,000+ data points per customer to build a new kind of credit score. It's working in a way that the world has never seen before.» - tala.co THE UNBANKED AND THE UNDERBANKED DATA HVILKEN DATA KAN VI SAMLE OG HVORDAN KAN VI BRUKE DENNE? PART4:Thismightbeyourfutureinfiveyears
  • 44. discuss: What would identity and individualization look like in your industry? Is it already here? In pairs of two for three minutes: PART4:Thismightbeyourfutureinfiveyears
  • 46. .freedom of choice, not voice The democratization of the Internet has led to If everyone is offering the customer the same processes and infrastructure customers are only given a choice between logos and colors. But, if a provider offers the same or competing value with different processes and / or no infrastructure. Then the customer has been given a real choice and there is a real threat to the incumbents. ChoiceNo Real Choice PART5:Freedomofchoice
  • 47. Customer Expectation GAP-graph / Richard Trovatten Time Customer excpectation «Innovation over time ads layers of new customer expectations» Layersofinnovation PART5:Freedomofchoice
  • 48. Companies aren’t disrupted, components in their value chain are.  NEW VALUE CHAIN TRANSACTION COST = PROCESSING INFORMATION AND COMMUNICATION TRANSACTION COST = PROCESSING INFORMATION AND COMMUNICATION COMPONENT REMAINS UNCHANGED COMPONENT BECOMES INCREASINGLY IMPORTANT TO CUSTOMER- COMPANY KEEPS AVERAGE ADVANTAGE NEW COMPONENT EMERGES - COMPANY CHOOSES TO IGNORE EMERGING CUSTOMER DEMAND COMPONENT IS REMOVED FROM THE VALUE CHAIN. VALUE CHAIN BREAKS UP. NEW COMPONENT EMERGES. VALUE CHAIN BECOMES HORIZONTAL. COMPANY IS UNABLE TO COMPETE WITH ASSYMETRIC COMPETITION NEW COMPONENT EMERGES - DATA DRIVEN CLOTHING XXX INTRODUCES NEW DELVIERABLE AS INCUMBENT VALUE CREATION BECOMES INFRASTRUCTURE MAP STRING OF COMPONENTS WHICH COMPONENTS ARE INTERNAL AND WHICH ARE EXTERNAL? IDENTIFY THE COMPETITIVE LANDSCAPE [DISPLAY LOGOS] WHAT IS CUSTOMER VALUE AND WHAT IS INFRASTRUCTURE? WHICH COMPONENTS REPRESENT YOUR COMPETITITVE ADVANTAGE? WHICH COMPONENTS REQUIRE A HIGH DEGREE OF FLEXIBILITY TO MEET THE CHANGING AND DIVERSE NEEDS OF THE MARKET? WHICH COMPONENTS ARE RIPE FOR DISTRUPTION? WHICH COMPONENTS ARE KEY WHEN MUTATING TO OTHER INDUSTRIES? - HOW DO WE ORGANIZE FOR THIS? HOW DO WE FUEL THE ORGANIZATION? ca. Mu. cv.infr. flex D. VALUE CHAIN MAPPING: PART5:Freedomofchoice
  • 50. PART5:Freedomofchoice discuss: What are the core components in your value chain? Are they stretchable? In pairs of two for three minutes:
  • 52. It is always easy to explain the world in hindsight, so lets try foresight: It is becoming increasingly clear to banks that where FinTech proposes no real threat WeChat and other social life-platforms do. How/why? FinTech proposes to better one or a few components in the banks value chain - but the chain itself will remain in the banks control. Life-platforms turns this on its head. Suddenly banks become the component and life-platforms become the chains. Banks, with their processes and infrastructure suddenly, and very visibly, are becoming irrelevant. link PART5:Choiceandhownottoseeit..
  • 53. PART 6: .hardware PART6:Hardware What are we organized to accomplish?
  • 54. Companies are designed to out! customers keep VIA CHUCK COKER ON FLICKR.COM link PART6:Hardware
  • 55. We were designed to engage in a predictable environment, which requires that [the customers] are similarly designed. But, [the customer] network didn’t have a five year strategic plan, they didn’t have a linear hierarchy or centralized authority. We had to understand that we were fighting against a complex, movable, continuously changing decentralized and distributed network. And these networks would last for six months or twelve minutes. - Paraphrasing Chris Fussell & Rachel Mendelowitz - [I removed references to Al Qaida and changed them with the customer] @responsiveconference.com, 20.aug.16 vs. PART6:Hardware
  • 56. efficiency COMPANIES CARE ABOUT this harmonizes poorly with unpredictable customer who want nothing more then their own surplus & standardization PART6:Hardware
  • 58. «Let me give you an example of how expensive that can be. A decade ago four of the most powerful technology companies in the world were Intel, Dell, HP and Microsoft. And yet all four of them completely missed the single biggest shift in the generation in their industry. And that was the shift to wireless. The mobile opportunity was not an existential threat to their core business. We continue to over concentrate power in our organizations. When you give a few people at the top the power to set strategy and direction you are giving them the right to hold the organizations capacity to change hostage to their own personal willingness to adapt and change.» «[successfull companies] fail when their leaders fail to write of their own depreciating intellectual capital.» - Gary Hamel link PART6:Hardware
  • 60. «We were caught of guard» Senior Management in some of Norway’s biggest media companies after ignoring the warnings from their talented employees for years. PART6:Hardware
  • 61. «Even the worlds most efficient hierachical, linear organization was unable to keep up with the speed of this distributed network» - Chris Fussel, Stanley McChrystal Group - Graph / slide from Mike Arauz / aug.co link PART6:Hardware
  • 62. «The problem set for an organization usually changes every week.» - Chris Fussell, Managing Partner at McChrystal Group - link PART6:Hardware
  • 63. The old management model is a control mechanism subdividing talent into compartments where top-management destroys their ability to create value. Enabling companies are driving information rapidly out to front-line self- organizing teams in order for them to operate autonomously and react instantly to changes in customer demand patterns. Employees given the opportunity to use their talent unleash massive wealth for the corporation.  Cases in point: Salesforce, Netflix, Patagonia, Zappos, Tesla, AirBNB, Morning Star, Etsy, Nest, Spotify, Valve, Google, Burtzorg, Haier, Gore Technologies, DSM, GE Health, Whole Foods, Zara, Telus, Uber, Amazon, Facebook, Apple link PART6:Hardware
  • 64. PART6:Hardware discuss: How are we best designed for the customer? In pairs of two for three minutes:
  • 65. .software PART 7: The execution is never better than the strategy we put in, and the strategy is never better than the data, insight and experience it is built on top of. PART7:Software
  • 66. - CHRISTIAN MADSBJERG AND MIKKEL B. RASMUSSEN, HBR.ORG, AN ANTHROPOLOGIST WALKS INTO A BAR The biggest challenge CEOs face is the so called complexity gap. CEOs see a lack of customer insight as their biggest deficit in managing complexity. .. And rank “customer obsession” as the most critical leadership trait. THE link PART7:Software
  • 69. IS CUSTOMER INSIGHT EVEN THE RIGHT APPROACH? PART7:Software
  • 70. .disorder complex complicated simplechaotic Cause and effect: understandable in retrospect but do not repeat Probe - sense - respond Cause and effect: Detectable but seperated over time and space Sense - Analyze - respond Cause and effect: Repeatable, perceiveable and predictable Sense - Categorize - respond Cause and effect: Not detectable Act - Sense - respond Unordered context Ordered context The cynefin sensemaking framework Making sense of the world so we can act in it - Dave Snowden, SenseMaker PART7:Software
  • 71. The customer is not a segment, she is a signal PART7:Software
  • 72. link In short, mutations that upend industries can come from anywhere, and conventional forms of market analysis and competitive strategy will miss those mutations. PART7:Software - Shoshana Zuboff, Creating value in the age of distributed capitalism - www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/creating-value-in-the-age-of-distributed-capitalism
  • 73. What can the customer teach us? - progress and circumstance - input variable - complex - signal - mutation PART7:Software discuss: In pairs of two for three minutes:
  • 74. </end of digital> PART 8: new models and practices PART8:</endofdigital>
  • 75. THE CHANGING CONTENT OF CAPITALISM «the specific kinds of business models and practices that create wealth in any given era» MERCANTILE CAPITALISM Venetian merchants and Dutch traders PROPRIETARY CAPITALISM Factory and workshops of the British Empire MANAGERIAL CAPITALISM American modelled mass consumption DISTRIBUTED CAPITALISM Apple, Alphebeth, Facebook, Amazon 2000 -190018001600-1700 PART8:</endofdigital>
  • 76. A MUTATION IN CAPITALISM ITSELF It would be easy to construe these as isolated cases of innovation and industry change, but I believe they represent much more: a mutation in capitalism itself. What’s the difference? Innovations improve the framework in which enterprises produce and deliver goods and services. Mutations create new frameworks; they are not simply new technologies, though they do leverage technologies to do new things. Historically, mutations have superseded innovations when fundamental shifts in what people want require a new approach to enterprise: new purposes, new methods, new outcomes. Creating value in the age of distributed capitalism By Shoshana Zuboff http://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/creating-value-in-the-age-of-distributed-capitalism link PART8:</endofdigital>
  • 77. DISTRIBUTED CAPITALISMCOMPANIES WHO OWN THE MEANS OF DISTRIBUTION OWN THE PIPELINE TO PEOPLE WE NOW LIVE IN AN AGE OF ALIBABA, WECHAT, KAKAO, LINE FACEBOOK, APPLE, AMAZON, GOOGLE PART8:</endofdigital>
  • 78. MASS STANDARDIZATION IDENTITY INDIVIDUALIZATION THE WILLINGNESS TO PAY A PREMIUM IS CONNECTED TO IDENTITY INDIVIDUALIZATION UNLEASHES NEW MARKETS AND WEALTH PART8:</endofdigital>
  • 79. «The measure of a successful company is its ability to let its customers and employees liberate it.» - Helge Tennø - PART8:</endofdigital>
  • 80. PROTOTYPE FLEXIBLE TECHNOLOGY AND SYSTEMS Q.: Which demands do we need to put on our technologies and systems? KEYWORDS: - Flexible, agile and dynamic platforms - Rapid iterations and user testing - Individual services and experiences - Immediate, real-time and distributed data - Machine learning / AI for individualization - Capture all structured and unstructured customer data - Multiple solutions running at the same time FUELING THE 21st CENTURY ORG. Q.: Where and how can we start to understand different circumstances and progress? Where can we learn the most for the least amount of time and money? How do we get to the first data point? KEYWORDS: - Fast realtime feedback loops, smaller probes in parallel - Cluster on actual behavior - Direct contact between the decision makers and raw data. Without interpretative layers - Continuos learning and adaptability RESPONSIVE ORGANIZATION Q.: How do we organize to match the customers’ distributed networks? KEYWORDS: - Decentralized teams and decision making - Information is open - not protected - Organize around customer problems - Immediate and continuos deployment APPROACH / MINDSET Q.: How can we make better sense of the problems we face, how do we solve different problems? KEYWORDS: - Adopt complex problem approach in addition to already established simple and complicated approach - Capture customer data to understand causality / problem - Strong opinions loosely held Understand customers problems PROGRESS AND CIRCUMSTANCE 21st CENTURY VALUE & REVENUE STREAMS CANVAS FOR DISCUSSION: APPROACH / MINDSET, TECHNOLOGY, ORGANIZATION AND BUSINESS: 21st CENTURY THIS MODEL IS JUST A THOUGHT EXPERIMENT. ANY FEEDBACK WOULD BE MUCH APPRECIATED. EXPLANATION: This model is a suggested sense making tool to help organizations develop a shared language and understanding as they are figuring out how to move from the existing model to a new OS / operating system more fit for the 21st century customers and mutating markets. SELF-ORGANIZE: The model is not linear, it does not have a start or an end. The team uses the framework to inspire a discussion on the topic. Q.: How can we better identify the different customer circumstances and aspiring progress? Q.: What type of value should we measure and where do we find new revenue streams? HELGE TENNØ JOKULL 180360720.NO | JOKULL.IO WHAT NOW? PART8:</endofdigital>
  • 81. Helge Tennø | jokull.io Customer Strategy | Customer Insight Follow me or even better, join my knowledge network on LinkedIn