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Lucia Ferretti
Come impatta la gen AI sul business design?
Lead Business Designer
Matteo Meschini
Business Designer
Come può aiutare a sviluppare il business model e il business case di un servizio digitale
Lucia Ferretti
Lead Business Designer at
Tangity — part of NTT DATA
Matteo Meschini
Business Designer at Tangity
— part of NTT DATA
About
us
Tangity is a global network of design and innovation studios
Partners: STAR and Fourdigit
Dallas
Lima São Paulo
Santiago
London
Munich
Milan
Rome
Bari
Madrid
Barcelona
Shanghai
Tokyo
Singapore
Mexico City
New York
San Francisco
Lisbon
Upcoming Tangity studios
3
15+
Design Studios
1000+
Untanglers
Today’s agenda
1. What is a Business Designer?
Our role and competencies
2. And then came the AI
Impacts and possible applications
3. Our experiment
Goal, methodology, and key takeaways
4. Toolbox
Our prompting suggestions
5. Limitations and further research
Next steps and takeaways
4
First of all, what is a Business Designer?
5
First of all, what is a Business Designer?
Business Designer
6
Holistic thinker who masters more than
one discipline and is able to establish
new connections among each one.
Noun / ˈbɪz.nɪs dɪˈzaɪ.nər/
TECHNOLOGY
(Feasibility)
BUSINESS
(Viability)
USER
(Usability,
Desirability)
+ SOCIAL RESPONSIBILITY
+ SUSTAINABILITY
People-centric
understanding
We infuse business with true customer knowledge while ensuring clients’
business is set and focused to deliver on customer needs
7
Strategic assessment
Competition map
Trends landscapes
Insights report
Ground transform into ready for market solution
Succeed measure &
communicate
Imagine define directions, objectives and the path towards them
Understand Transform directions into tangible concepts,
in line with the context
Opportunity areas
Ecosystem mapping
Experience mapping
Concept
Service model
Business model map
Service Blueprint
Business model
Pricing model
Business case (P&L)
KPI framework
Iterative Roadmap
As strategists, business models and
business cases are part of our toolkit
We craft business models to inform the design process with rationales on
how an organization may create, deliver, and capture value
8
Business model 1
Business model 2
Business model 3
Target segment
Product/service
offering
Revenue model
Operating
model
Value chain
Cost model
Organization
Value
proposition
STRATEGY
We prototype with numbers to provide a clear and objective view of the
potential benefits and costs of the investment, facilitating decision-making
9
Business model 1
Business model 2
Business model 3
Target segment
Product/service
offering
Revenue model
Operating
model
Value chain
Cost model
Organization
Value
proposition
STRATEGY
Business case A
Set of tactical variables A
ALIGN
STAKEHOLDERS
BUILD
CONSENSUS
EVALUATE
BUSINESS RISK
REDUCE RESITANCE
TO CHANGE
Business case B
Set of tactical variables B
Business case C
Set of tactical variables C
All of a sudden, we had to deal with Generative AI
10
AI role can boost efficiency or trigger new ways of working
Applicative Speculative
11
AI role can boost efficiency or trigger new ways of working
Applicative
Apply AI to existing methodologies
to fasten the process and/or
improve outcomes.
Tangity Inclusive Design Toolkit presents a revolutionary approach to
design that integrates inclusion and sustainability seamlessly into the
design process. It pioneers the use of Generative AI, making it one of the
first examples of AI integration during the design process.
12
AI role can boost efficiency or trigger new ways of working
Speculative
Leverage AI to reconceive the
design process, shaping new
methods, processes, and tools
Board of Innovation’s AI-powered ”Stingray” model for innovation utilizes
the power of Generative AI to overcome the traditional design phases –
problems first, solutions then – with the aim of provide an exponential
exploration of problems and solutions at the same time.
13
As Business Designers, we asked ourselves:
14
15
As Business Designers, we asked ourselves:
How might Generative AI support us in
shaping new business models and
prototyping with numbers?
EXPLORE AND FIND
RATIONALES
DISCOVER
POTENTIAL BARRIERS
DISCOVER AND
WEIGHT ASSUMPTIONS
What is true What would have to be true What we must foresee
In 4 weeks, we gave ourselvels a challenging target:
16
Identify in which
phases of the
process AI might
be useful
Scout which AI
tools worked better
and set prompting
best practices
Create the first
Business Case
Design Tool AI
enabled
AI
Experimentation
17
Our experiment structure
Experiment with Gen AI,
in particular wide available
LLM on an existing
business case.
Understand and systemize
the impact AI has on this
specific task, making it
easier to be shared.
Bring everyone on the
team on the same page
about busines model and
business case definition.
Process
Standardization
Dissemination
Knowledge
systemization
Spread the knowledge:
this is why we are here
today!
AI helped us draft a vast number of
model scenarios simultaneously,
potentially improving the process we
follow to craft Business Cases.
18
What we understood (up until now)
19
As-is, we iteratively craft multiple model scenarios, going back-and-forth
Structure the model
Define variables Define numbers BC finalization
20
AI quickly makes assumptions, enabling an easy draft of multiple model and
number scenarios, with a following deep-dive of the most promising ones
What can Gen AI do and what can't it do for us?
Speed up complex processes Help to reflect and question oneself
Making use of large databases, Gen AI makes
it possible to quickly identify strategic
variables to consider, as well as quickly
produce a wide range of possible hypothesis.
By correlating data to structure logical
reasoning, Gen AI facilitates in-depth
reflections and ideas validation, acting as a
knowledgeable virtual colleague.
Identify the best direction to take Extract reliable numerical data
Not having full knowledge of the context, the
company and its customers, AI can hardly
designate the best option, merely providing a
panel of possible options ("safety treshold").
Despite demonstrating ability to reason
logically and provide realistic data, we don’t
consider them accurate enough as inputs to
drive business decision malking.
21
1. Do not ask for numbers
How we can make the most out of our interactions with AI
Which is the number of smart home appliances in the UK?
8.2 million
22
How we can make the most out of our interactions with AI
[n° households in the UK] *
[Telco penetration rate in the UK] *
[% of households with smart appliances/smart devices]
1. Make the process transparent
23
How we can make the most out of our interactions with AI
Using prompting techniques
such as the Three of
Thoughts1 forces the AI model
to explain its reasoning
1. Long, J. (2023). Large language model guided tree-of-thought. arXiv preprint arXiv:2305.08291.
1. Make the process transparent
24
How we can make the most out of our interactions with AI
Using prompting techniques
such as the Three of
Thoughts1 forces the AI model
to explain its reasoning
1. Long, J. (2023). Large language model guided tree-of-thought. arXiv preprint arXiv:2305.08291.
1. Make the process transparent
25
2. Do not ask for frameworks
How we can make the most out of our interactions with AI
26
How we can make the most out of our interactions with AI
2. Do not ask for frameworks
27
How we can make the most out of our interactions with AI
2. Ask meaningful questions instead
28
How we can make the most out of our interactions with AI
2. Ask meaningful questions instead
29
3. Do not make it choose, ask for options
How we can make the most out of our interactions with AI
30
4. It fills missing context, not always well
How we can make the most out of our interactions with AI
For every piece of missing context, the AI
automatically will fill it with arbitrary information.
Feed, within the prompt, important contextual info to
make the LLM more “context-aware”.
31
As with all the experiments, our faced few limitations
1.
Lower
uncertainity
The experiments were conducted
on an already solved case. AI's
output were compared to the
humans one. The setting did not
matched the context in which a
business case is build.
32
To face some, we are bringing on our internal experiment
1.
Lower
uncertainity
The experiments were conducted
on an already solved case. AI's
output were compared to the
humans one. The setting did not
matched the context in which a
business case is build.
To address this limit we involved the
whole team in experimenting on a new
business problem
33
Yesss but, what’s in for me?
34
What if we built a tool
to support startups?
How does AI's role changes on a
product? And for startup?
For others, we invite other practitioners to experiment with AI
2.
Software as a Service
on a consulting setting
We explored the potential of AI in
defining a new service for an
incumbent player (context we
face mostly during our job).
35
For others, we invite other practitioners to experiment with AI
3.
An automated tool is
still missing
We did not explore the
automation potential of AI,
focusing more on the
methodological impact of its
punctual application.
What if we could
automate the process?
What if we could reimagine the
process diminishing human
intervention?
Which benefits and harms may it
generate?
36
Let’s wrap up our session: what to bring home?
37
AI is very quick in
making assumptions
and considering
different scenarios
in parallel
Good prompting
makes AI’s
reasoning explicit,
not rushing to
numbers
AI is not good at
choosing: make
draft alternatives
to choose after
HI deep-dive
GRAZIE

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Lucia Ferretti, Lead Business Designer; Matteo Meschini, Business Designer @Tangity – “Come impatta la gen AI sul business design? Come può aiutare a sviluppare il business model e il business case di un servizio digitale”

  • 1. Lucia Ferretti Come impatta la gen AI sul business design? Lead Business Designer Matteo Meschini Business Designer Come può aiutare a sviluppare il business model e il business case di un servizio digitale
  • 2. Lucia Ferretti Lead Business Designer at Tangity — part of NTT DATA Matteo Meschini Business Designer at Tangity — part of NTT DATA About us
  • 3. Tangity is a global network of design and innovation studios Partners: STAR and Fourdigit Dallas Lima São Paulo Santiago London Munich Milan Rome Bari Madrid Barcelona Shanghai Tokyo Singapore Mexico City New York San Francisco Lisbon Upcoming Tangity studios 3 15+ Design Studios 1000+ Untanglers
  • 4. Today’s agenda 1. What is a Business Designer? Our role and competencies 2. And then came the AI Impacts and possible applications 3. Our experiment Goal, methodology, and key takeaways 4. Toolbox Our prompting suggestions 5. Limitations and further research Next steps and takeaways 4
  • 5. First of all, what is a Business Designer? 5
  • 6. First of all, what is a Business Designer? Business Designer 6 Holistic thinker who masters more than one discipline and is able to establish new connections among each one. Noun / ˈbɪz.nɪs dɪˈzaɪ.nər/ TECHNOLOGY (Feasibility) BUSINESS (Viability) USER (Usability, Desirability) + SOCIAL RESPONSIBILITY + SUSTAINABILITY People-centric understanding
  • 7. We infuse business with true customer knowledge while ensuring clients’ business is set and focused to deliver on customer needs 7 Strategic assessment Competition map Trends landscapes Insights report Ground transform into ready for market solution Succeed measure & communicate Imagine define directions, objectives and the path towards them Understand Transform directions into tangible concepts, in line with the context Opportunity areas Ecosystem mapping Experience mapping Concept Service model Business model map Service Blueprint Business model Pricing model Business case (P&L) KPI framework Iterative Roadmap As strategists, business models and business cases are part of our toolkit
  • 8. We craft business models to inform the design process with rationales on how an organization may create, deliver, and capture value 8 Business model 1 Business model 2 Business model 3 Target segment Product/service offering Revenue model Operating model Value chain Cost model Organization Value proposition STRATEGY
  • 9. We prototype with numbers to provide a clear and objective view of the potential benefits and costs of the investment, facilitating decision-making 9 Business model 1 Business model 2 Business model 3 Target segment Product/service offering Revenue model Operating model Value chain Cost model Organization Value proposition STRATEGY Business case A Set of tactical variables A ALIGN STAKEHOLDERS BUILD CONSENSUS EVALUATE BUSINESS RISK REDUCE RESITANCE TO CHANGE Business case B Set of tactical variables B Business case C Set of tactical variables C
  • 10. All of a sudden, we had to deal with Generative AI 10
  • 11. AI role can boost efficiency or trigger new ways of working Applicative Speculative 11
  • 12. AI role can boost efficiency or trigger new ways of working Applicative Apply AI to existing methodologies to fasten the process and/or improve outcomes. Tangity Inclusive Design Toolkit presents a revolutionary approach to design that integrates inclusion and sustainability seamlessly into the design process. It pioneers the use of Generative AI, making it one of the first examples of AI integration during the design process. 12
  • 13. AI role can boost efficiency or trigger new ways of working Speculative Leverage AI to reconceive the design process, shaping new methods, processes, and tools Board of Innovation’s AI-powered ”Stingray” model for innovation utilizes the power of Generative AI to overcome the traditional design phases – problems first, solutions then – with the aim of provide an exponential exploration of problems and solutions at the same time. 13
  • 14. As Business Designers, we asked ourselves: 14
  • 15. 15 As Business Designers, we asked ourselves: How might Generative AI support us in shaping new business models and prototyping with numbers? EXPLORE AND FIND RATIONALES DISCOVER POTENTIAL BARRIERS DISCOVER AND WEIGHT ASSUMPTIONS What is true What would have to be true What we must foresee
  • 16. In 4 weeks, we gave ourselvels a challenging target: 16 Identify in which phases of the process AI might be useful Scout which AI tools worked better and set prompting best practices Create the first Business Case Design Tool AI enabled
  • 17. AI Experimentation 17 Our experiment structure Experiment with Gen AI, in particular wide available LLM on an existing business case. Understand and systemize the impact AI has on this specific task, making it easier to be shared. Bring everyone on the team on the same page about busines model and business case definition. Process Standardization Dissemination Knowledge systemization Spread the knowledge: this is why we are here today!
  • 18. AI helped us draft a vast number of model scenarios simultaneously, potentially improving the process we follow to craft Business Cases. 18 What we understood (up until now)
  • 19. 19 As-is, we iteratively craft multiple model scenarios, going back-and-forth Structure the model Define variables Define numbers BC finalization
  • 20. 20 AI quickly makes assumptions, enabling an easy draft of multiple model and number scenarios, with a following deep-dive of the most promising ones
  • 21. What can Gen AI do and what can't it do for us? Speed up complex processes Help to reflect and question oneself Making use of large databases, Gen AI makes it possible to quickly identify strategic variables to consider, as well as quickly produce a wide range of possible hypothesis. By correlating data to structure logical reasoning, Gen AI facilitates in-depth reflections and ideas validation, acting as a knowledgeable virtual colleague. Identify the best direction to take Extract reliable numerical data Not having full knowledge of the context, the company and its customers, AI can hardly designate the best option, merely providing a panel of possible options ("safety treshold"). Despite demonstrating ability to reason logically and provide realistic data, we don’t consider them accurate enough as inputs to drive business decision malking. 21
  • 22. 1. Do not ask for numbers How we can make the most out of our interactions with AI Which is the number of smart home appliances in the UK? 8.2 million 22
  • 23. How we can make the most out of our interactions with AI [n° households in the UK] * [Telco penetration rate in the UK] * [% of households with smart appliances/smart devices] 1. Make the process transparent 23
  • 24. How we can make the most out of our interactions with AI Using prompting techniques such as the Three of Thoughts1 forces the AI model to explain its reasoning 1. Long, J. (2023). Large language model guided tree-of-thought. arXiv preprint arXiv:2305.08291. 1. Make the process transparent 24
  • 25. How we can make the most out of our interactions with AI Using prompting techniques such as the Three of Thoughts1 forces the AI model to explain its reasoning 1. Long, J. (2023). Large language model guided tree-of-thought. arXiv preprint arXiv:2305.08291. 1. Make the process transparent 25
  • 26. 2. Do not ask for frameworks How we can make the most out of our interactions with AI 26
  • 27. How we can make the most out of our interactions with AI 2. Do not ask for frameworks 27
  • 28. How we can make the most out of our interactions with AI 2. Ask meaningful questions instead 28
  • 29. How we can make the most out of our interactions with AI 2. Ask meaningful questions instead 29
  • 30. 3. Do not make it choose, ask for options How we can make the most out of our interactions with AI 30
  • 31. 4. It fills missing context, not always well How we can make the most out of our interactions with AI For every piece of missing context, the AI automatically will fill it with arbitrary information. Feed, within the prompt, important contextual info to make the LLM more “context-aware”. 31
  • 32. As with all the experiments, our faced few limitations 1. Lower uncertainity The experiments were conducted on an already solved case. AI's output were compared to the humans one. The setting did not matched the context in which a business case is build. 32
  • 33. To face some, we are bringing on our internal experiment 1. Lower uncertainity The experiments were conducted on an already solved case. AI's output were compared to the humans one. The setting did not matched the context in which a business case is build. To address this limit we involved the whole team in experimenting on a new business problem 33
  • 34. Yesss but, what’s in for me? 34
  • 35. What if we built a tool to support startups? How does AI's role changes on a product? And for startup? For others, we invite other practitioners to experiment with AI 2. Software as a Service on a consulting setting We explored the potential of AI in defining a new service for an incumbent player (context we face mostly during our job). 35
  • 36. For others, we invite other practitioners to experiment with AI 3. An automated tool is still missing We did not explore the automation potential of AI, focusing more on the methodological impact of its punctual application. What if we could automate the process? What if we could reimagine the process diminishing human intervention? Which benefits and harms may it generate? 36
  • 37. Let’s wrap up our session: what to bring home? 37 AI is very quick in making assumptions and considering different scenarios in parallel Good prompting makes AI’s reasoning explicit, not rushing to numbers AI is not good at choosing: make draft alternatives to choose after HI deep-dive