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「みんなのエネルギー・環境会議」で使用したプレゼン(2011年7月31日(日))
自然エネルギー政策と関連する電力・エネルギー政策における論点とそれへの考えについて
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Naoyuki Yamagishi
Meaningful experience innovation can be found at the point where emerging technology, customer needs and business strategy converge. Big box retailers are in a precarious state today, evolve or die, resulting in substantial innovation across the domain. This evolution moves well beyond the retail domain, however, and will likely impact any organization that plays across physical and digital touchpoints. In the future, emerging technology will infuse data into the fabric of our world resulting in immersive, contextually relevant experiences. To generate these immersive experiences, we will need to uncover customer needs beyond those high-level key moments of truth across the journey. We need to expose the micro-moments that matter. Just as organizations invest in experience evolution, so too must they evolve their business model based on learnings. The future omnichannel organization is a nimble, learning organization driven by the changing needs of their customer. User experience professionals stand at the forefront of effective evolution. We are moving beyond the traditional interface. Due to the interdisciplinary nature of our work, we have the skills to bridge the gap between emerging technology and strategy to create new patterns of interaction. We must evolve our discipline to be ready for the future of omnichannel immersion.
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「みんなのエネルギー・環境会議」で使用したプレゼン(2011年7月31日(日))
自然エネルギー政策と関連する電力・エネルギー政策における論点とそれへの考えについて
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Meaningful experience innovation can be found at the point where emerging technology, customer needs and business strategy converge. Big box retailers are in a precarious state today, evolve or die, resulting in substantial innovation across the domain. This evolution moves well beyond the retail domain, however, and will likely impact any organization that plays across physical and digital touchpoints. In the future, emerging technology will infuse data into the fabric of our world resulting in immersive, contextually relevant experiences. To generate these immersive experiences, we will need to uncover customer needs beyond those high-level key moments of truth across the journey. We need to expose the micro-moments that matter. Just as organizations invest in experience evolution, so too must they evolve their business model based on learnings. The future omnichannel organization is a nimble, learning organization driven by the changing needs of their customer. User experience professionals stand at the forefront of effective evolution. We are moving beyond the traditional interface. Due to the interdisciplinary nature of our work, we have the skills to bridge the gap between emerging technology and strategy to create new patterns of interaction. We must evolve our discipline to be ready for the future of omnichannel immersion.
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In estimating the number of failures using the truncated data for the Weibull model, we often encounter a case that the estimate is smaller than the true one when we use the likelihood principle to conditional probability. In infectious disease predictions, the SIR model described by simultaneous ordinary differential equations are often used, and this model can predict the final stage condition, i.e., the total number of infected patients, well, even if the number of observed data is small. These two models have the same condition for the observed data: truncated to the right. Thus, we have investigated whether the number of failures in the Weibull model can be estimated accurately using the ordinary differential equation. The positive results to this conjecture are shown.
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Final presentation-notes
1.
{ALL}%Introduc.ons.%And%I%am%Paweena,%the%summer%fellow.% Set%up%user%flow%up,%modem,%FLSMS,%Ushadidi%up,%get%repor.ng%folders%
1%
2.
{Paweena}%Over%the%summer,%I%spent%7%weeks%working%for%Centro%de%Estudios%para%la% Equidad%y%Gobernanza%en%los%Sistemas%de%Salud,%or%CEGSS%for%short.% % CEGSS%is%an%organiza.on%working%with%indigenous%communi.es%throughout% Guatemala%in%health%and%human%rights,%social%par.cipa.on,%accountability%and% par.cipatory%monitoring%of%public%policies%and%services.%{Paweena}%For%one%week,%we% went%to%3%workshops%that%CEGSS%conducted%in%the%Western%Highlands.%The%objec.ve% of%the%workshops%is%to%teach%community%leaders%about%the%law%and%their%rights%to% health,%so%they%can%learn%how%to%use%the%law%to%their%benefit.%%
2%
3.
{Paweena}%By%aVending%the%workshops%and%interviewing%community%leaders,%we% found%that%what%CEGSS%really%needed%was%a%mobile%app%for%community%monitoring.% So,%I%built%an%SMSWbased%medical%inventory%app%using%FrontlineSMS%forms%that% digi.zed%CEGSS’%paper%forms.%This%applica.on%allowed%community%leaders%to%text% their%needs%as%opposed%to%going%through%the%lengthy%administra.ve%process.%[play]%
3%
4.
{Paweena}%Aer%comple.ng%a%working%prototype,%we%brought%in%4%community%leaders% from%Nahualá%to%the%CEGSS%office%to%test%the%mobile%forms.%{Paweena}%This%is%some%of% the%feedback%we%received.%
4%
5.
{Amira}%So%this%fall,%we%are%trying%to%simplify%the%repor.ng%process%even%more.%[read]%
5%
6.
{JOE}%Our%target%audience%are%the%community%leaders%in%the%Western%Highlands%that% CEGSS%works%with%on%selfWmonitoring%health%care%facili.es.%
6%
7.
{MICHAEL}%One%precedent%we’ve%found%is%InSTEDD’s%“Repor.ng%Wheel.”%The% “Repor.ng%Wheel”%is%an%analog%device%that%helps%remote%workers%easily%report%data% using%a%code%system.%
7%
8.
{PAWEENA}%We%developed%our%own%analog%repor.ng%device,%which%we%are%calling%a% “Repor.ng%Folder.”%[Show%tab%version,%then%“repor.ng%folder.”]%%
8%
9.
{PAWEENA]%And%this%is%how%a%community%leader%would%use%the%“Repor.ng% Folder”%[open%user%flow]%
9%
10.
{MAYA}%We%conducted%a%user%test%with%this%health%center%that%we%made,%using%the%2nd% version%of%the%“Repor.ng%Folder.”%[show%health%center]%
10%
11.
{JOE}%Here%is%a%video%of%the%user%test%
11%
12.
{MAYA}%Other%feedback%we%received%from%the%user%test%was%[read]%
12%
13.
{MAYA}%The%next%steps%for%the%“Repor.ng%Folder”%are%to%[read]%
13%
14.
{AMIRA}%The%second%part%of%our%concept%involves%a%[read]…in%order%to%aid%CEGSS%and% visualize%areas%of%needs%and%facilitate%resource%sharing.%%
14%
15.
{MICHAEL}%Here%is%a%video%of%the%repor.ng%folder%and%Ushahidi%integra.on%so%far%
15%
16.
{MICHAEL}%[Ushahidi%frontWend%tour]%
16%
17.
{Amira}%The%next%steps%for%Ushahidi%are%to%include%an%[read]%
17%
18.
{PAWEENA]%I%will%be%going%back%to%Guatemala%for%one%week%with%Leif%in%January.%We% spoke%with%Walter,%the%Director%of%CEGSS,%briefly%yesterday%to%discuss%what%we%will%be% doing%there.%[read]%
18%
19.
{JOE}%[read]%
19%
20.
{PAWEENA}%And%that%concludes%our%presenta.on.%Thank%you.%
20%
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