VINCENZO DI MARIA
Service designer con esperienza internazionale che si occupa di innovazione sociale e sviluppo sostenibile. Vincenzo ha un approccio olistico al design, che predilige le soluzioni centrate sull’utenza finale e la co-progettazione, senza mai perdere l’aspetto ludico dell’atto creativo. Con base a Siracusa, Vincenzo collabora con la rete internazionale di the HUB, si occupa di formazione tra Londra, Roma e Madrid mentre lavora su progetti innovativi che coinvolgono più settori, dal pubblico al privato, dal terzo settore all’impresa sociale. Vincenzo è anche network catalyst di commonground, una rete di professionisti che usano il proprio talento e la propria intraprendenza per generare impatto sociale positivo.
Q&A about Business Model Canvas and Customer Discovery
Market Types and Market Sizes
Team Presentations
Summary about Value Proposition
Work for Next Week
Disegnare il proprio business: Business model canvas di Daniele Radici (24 11...FaberLab
L'intervento di Daniele Radici al Faberlab dedicato alle tecniche di Business Design-
«Ho capito – racconta ancora il libero professionista – quanto sia spesso difficile misurare la validità di un progetto ascoltando semplicemente la voce innamorata dell’imprenditore che lo ha ideato. La vera sfida è che quel progetto porti valore a qualcuno e per capire se può decollare oppure no, è necessario portarlo a terra, misurarlo con intelligenza».
L’opposto del “segui il cuore”, per intenderci. «Un ottimo strumento per far questo è il Business Model Canvas, che con Crispy ho iniziato ad usare nelle startup. La validità di questo strumento sta nel fatto che rende visiva un’idea e la pone sotto stress. L’imprenditore deve così farsi delle domande, considerare delle ipotesi e poi validarle “uscendo dall’ufficio” (get out of the building, come si dice in gergo) e confrontandosi con ciò che fino ad un minuto prima aveva su carta». A questo punto due sono le reazioni possibili: o si cerca di adeguare il modello di business ascoltando la reazione del mercato, oppure si rimane fermi nella propria posizione, mantenendo una visione personale che però è molto rischiosa.
Una breve spiegazione di che cosa siano le tecniche della Business Model Generation. In sole 15 slides. Per assistenza e corsi sul business modeling, contattare http://hugowiz.it
Q&A about Business Model Canvas and Customer Discovery
Market Types and Market Sizes
Team Presentations
Summary about Value Proposition
Work for Next Week
Disegnare il proprio business: Business model canvas di Daniele Radici (24 11...FaberLab
L'intervento di Daniele Radici al Faberlab dedicato alle tecniche di Business Design-
«Ho capito – racconta ancora il libero professionista – quanto sia spesso difficile misurare la validità di un progetto ascoltando semplicemente la voce innamorata dell’imprenditore che lo ha ideato. La vera sfida è che quel progetto porti valore a qualcuno e per capire se può decollare oppure no, è necessario portarlo a terra, misurarlo con intelligenza».
L’opposto del “segui il cuore”, per intenderci. «Un ottimo strumento per far questo è il Business Model Canvas, che con Crispy ho iniziato ad usare nelle startup. La validità di questo strumento sta nel fatto che rende visiva un’idea e la pone sotto stress. L’imprenditore deve così farsi delle domande, considerare delle ipotesi e poi validarle “uscendo dall’ufficio” (get out of the building, come si dice in gergo) e confrontandosi con ciò che fino ad un minuto prima aveva su carta». A questo punto due sono le reazioni possibili: o si cerca di adeguare il modello di business ascoltando la reazione del mercato, oppure si rimane fermi nella propria posizione, mantenendo una visione personale che però è molto rischiosa.
Una breve spiegazione di che cosa siano le tecniche della Business Model Generation. In sole 15 slides. Per assistenza e corsi sul business modeling, contattare http://hugowiz.it
Il business model e il value proposition canvas | MafaldidaGiulia Costa
Piccola guida al Il Business Model Canvas e il Value Proposition Canvas.
Il primo è uno strumento strategico che utilizza il linguaggio visuale per creare e sviluppare modelli di business innovativi. Consente di rappresentare visivamente il modo in cui un’azienda crea, distribuisce e cattura valore. Il secondo è un plug in per il Business Model Canvas. Ti aiuta a progettare, testare e costruire la Value Proposition aziendale nei confronti dei clienti in maniera più strutturata e riflessiva proprio come il Canvas ti assiste nel processo di progettazione del Business Model.
Business Model Canvas: Italian translation. Everyone is invited to contribute in the revision process. Please send suggestions at info@hugowiz.it Revision: 24 Still to do: review the translation, add original drawings by Jam
Aspettando TEDxNapoli 2016 "Unless"
Dalla cultura d'impresa all'impresa culturale, una sfida per dimostrare che con la cultura si può produrre valore economico e ricchezza per il territorio.
Nella fantastica ambientazione di Riot studio nel centro storico di Napoli e con il supporto di Sviluppo Campania 25 progettisti, esperti di cultura e aspiranti imprenditori hanno dato vita a 4 idee, modelli economici per trasformare la cultura in progetto e il progetto in impresa culturale.
Grazie a chi ci ha messo il cuore, la testa e la passione per imparare e condividere nuovi modi di fare e intendere la cultura: la rivoluzione silenziosa continua.
http://corriereinnovazione.corriere.it/…/tedxnapoli-punta-a…
L’arduo compito di facilitare
Progettare l’impresa culturale, co-design e strategia per trasformare idee culturali in progetti che camminano da soli sarà il tema nonché la pratica principale per i partecipanti che saranno indirizzati da due facilitatori fondatori di commonground. «Facilitare è un compito arduo: richiede nervi saldi, empatia, resilienza, capacità di essere in alcuni momenti un leader e subito dopo un uomo invisibile che si limita ad osservare senza bloccare il flusso creativo» specifica Claudia Busetto e continua: «Durante un processo di facilitazione i partecipanti lavorano su spunti che da personali diventano collettivi, si esercitano a pensare in modo creativo, imparano a rinunciare a qualcosa per il bene comune, a considerare il problema sul tavolo anche secondo altri punti di vista, ad avere una prospettiva olistica e a combinare le proprie idee con quelle degli altri: insegnamenti preziosi perché applicabili anche nella vita lavorativa quotidiana, particolarmente utili per tutti quelli che hanno poca dimestichezza con il lavoro di squadra. Inoltre, migliora sensibilmente il clima aziendale: nelle organizzazioni che adottano i processi partecipativi facilitati troveremo dipendenti più creativi, più capaci di esprimere liberamente la propria opinione, più abituati a generare idee e contenuti, più sensibili alle dinamiche lavorative e più riconoscenti a un’azienda che finalmente ascolta la loro voce».
Un po’ di lievito
«Vogliamo affrontare un tema complesso in un modo molto chiaro». Afferma il change maker Vincendo Di Maria. “Re-culture” vuole affrontare il tema della monetizzazione del valore: a cosa le persone danno valore? Per cosa pagherebbero? Si può osare di più? Come facciamo a sapere se funziona? Ci affideremo in modo ludico e dinamico a una serie di piccoli esercizi per allenare il nostro muscolo imprenditoriale e capire se la cultura può trasformarsi davvero in pane e costituire un valore aggiunto per il presente e per il futuro, non solo per il passato. Napoli ha sempre dimostrato dei guizzi creativi in questo ambito, in modo furbetto e caotico si è dato vita a tante piccole innovazioni. È arrivato il momento di aggiungere gli strumenti di progettazione e un po’ di lievito per far crescere queste idee».
Esempi di business model e il pitch (vers. 2015)Frieda Brioschi
Esempi di business model di compagnie molto note: Coca Cola (per la bottiglia di vetro storica!), Financial Times, LinkedIn, Groupon, Twitter, Facebook, Blockbuster e Google.
Community business model (su base geografica, professionale e community online); cos'è un business plan e in cosa è diverso da un business model.
Info e consigli sul pitch, comprese alcune domande da usare come traccia.
Business model canvas - Creare, fornire e acquistare valore.Fabio Lalli
Business Model Canvas - Creare, fornire e acquistare valore.
Questa è la presentazione condivisa durante l'evento StartupDay organizzato da Medioera a Viterbo il 21/10/2011.
Le slide presentano sinteticamente come approcciare e come funziona il Business Model Canvas, la sua importanza ed alcuni esempi di applicazione.
This presentation is based on the top seller book "Business Model Generation" by Alex Osterwalder and Yves Pigneur. This book introduces the Business Model Canvas, the world's leading tool in creating and analyzing business models. This great tool allows you to sketch out your business model visually without starting with a scary business plan.
You can take my online course which covers more content, examples, quizzes, challenges and provides a certificate of completion.
Get course discounts and learn more:
www.playtactic.com
I hope you find this beneficial and good luck on your business model ;)
URBACT Summer University 2013 - Masterclass - Linda Cheung "How Cities Can Ma...URBACT
Presentation given by Linda Cheung - CEO at CubeSocial - during the URBACT Summer University 2013 at the Trinity College, Dublin.
Cheung offers insights on how social media can be used to enhance communication.
Topics include, design trends such as low-poly and flat graphics and how brands can use them effectively, the teenage migration from Facebook to emerging networks like Snapchat and Kik, how brands can incorporate psychology research into conversion campaigns, the rise of information feeds and native advertising.
Sitecore Skunkworks: Personalization using Machine LearningMark Stiles
Websites are becoming hives of activity, taking on a life greater than the sum of it's parts. The future of managing personalization isn't going to be manual; it will be automated. Learn how you can use a machine learning to empower you to personalize your website by automating content placement based on a variety of information and providing actionable analytic-based information to help you build content to feed the activity, allowing marketers to become self aware content designers.
Social at JCPenney: Conversation-led marketing, presented by Sean RyanSocialMedia.org
In his Brands-Only Summit presentation, JCPenney's Sean Ryan explains how they've leveraged social conversation to tell their brand story in the wake of change.
He shares examples from their recent social media campaigns including the 2014 Olympics and the Super Bowl.
This presentation and the accompanying "game" were created for the 2010 National Conference on Service and Volunteering, June 29, 2010; more at http://amysampleward.org
Surefire Ways Social Media Can Create Social Changefrank barry
npEXPERTS from around the nonprofit sector have joined forces to bring you battle proven fundraising ideas and marketing tips. For the next few weeks you'll have the opportunity to listen to each of the nonprofit experts live.
The Age of Disruption, clustering the global trends——SarieSimba Events
FBIF2015 is taking place on 13th – 15th May, 2015 in Shanghai, we are looking forward to your participation, please pay attention to our site for the latest event info.
The Social Enterprise - Increase the effectiveness of your social media marke...Tomorrow People
In our presentation from the B2B Marketing Summit 2015 we look at how social employee advocacy could dramatically increase the reach and engagement of your marketing activity.
What if we told you that you were missing out on a key marketing channel that could dramatically increase your reach, awareness and engagement, all at a minimal investment compared to your other, more traditional marketing channels? The secret, put simply, is your own employees.
To find out more about how you could engage your employees on social head to our blog: http://blog.tomorrow-people.com/the-social-enterprise-pt1
Il business model e il value proposition canvas | MafaldidaGiulia Costa
Piccola guida al Il Business Model Canvas e il Value Proposition Canvas.
Il primo è uno strumento strategico che utilizza il linguaggio visuale per creare e sviluppare modelli di business innovativi. Consente di rappresentare visivamente il modo in cui un’azienda crea, distribuisce e cattura valore. Il secondo è un plug in per il Business Model Canvas. Ti aiuta a progettare, testare e costruire la Value Proposition aziendale nei confronti dei clienti in maniera più strutturata e riflessiva proprio come il Canvas ti assiste nel processo di progettazione del Business Model.
Business Model Canvas: Italian translation. Everyone is invited to contribute in the revision process. Please send suggestions at info@hugowiz.it Revision: 24 Still to do: review the translation, add original drawings by Jam
Aspettando TEDxNapoli 2016 "Unless"
Dalla cultura d'impresa all'impresa culturale, una sfida per dimostrare che con la cultura si può produrre valore economico e ricchezza per il territorio.
Nella fantastica ambientazione di Riot studio nel centro storico di Napoli e con il supporto di Sviluppo Campania 25 progettisti, esperti di cultura e aspiranti imprenditori hanno dato vita a 4 idee, modelli economici per trasformare la cultura in progetto e il progetto in impresa culturale.
Grazie a chi ci ha messo il cuore, la testa e la passione per imparare e condividere nuovi modi di fare e intendere la cultura: la rivoluzione silenziosa continua.
http://corriereinnovazione.corriere.it/…/tedxnapoli-punta-a…
L’arduo compito di facilitare
Progettare l’impresa culturale, co-design e strategia per trasformare idee culturali in progetti che camminano da soli sarà il tema nonché la pratica principale per i partecipanti che saranno indirizzati da due facilitatori fondatori di commonground. «Facilitare è un compito arduo: richiede nervi saldi, empatia, resilienza, capacità di essere in alcuni momenti un leader e subito dopo un uomo invisibile che si limita ad osservare senza bloccare il flusso creativo» specifica Claudia Busetto e continua: «Durante un processo di facilitazione i partecipanti lavorano su spunti che da personali diventano collettivi, si esercitano a pensare in modo creativo, imparano a rinunciare a qualcosa per il bene comune, a considerare il problema sul tavolo anche secondo altri punti di vista, ad avere una prospettiva olistica e a combinare le proprie idee con quelle degli altri: insegnamenti preziosi perché applicabili anche nella vita lavorativa quotidiana, particolarmente utili per tutti quelli che hanno poca dimestichezza con il lavoro di squadra. Inoltre, migliora sensibilmente il clima aziendale: nelle organizzazioni che adottano i processi partecipativi facilitati troveremo dipendenti più creativi, più capaci di esprimere liberamente la propria opinione, più abituati a generare idee e contenuti, più sensibili alle dinamiche lavorative e più riconoscenti a un’azienda che finalmente ascolta la loro voce».
Un po’ di lievito
«Vogliamo affrontare un tema complesso in un modo molto chiaro». Afferma il change maker Vincendo Di Maria. “Re-culture” vuole affrontare il tema della monetizzazione del valore: a cosa le persone danno valore? Per cosa pagherebbero? Si può osare di più? Come facciamo a sapere se funziona? Ci affideremo in modo ludico e dinamico a una serie di piccoli esercizi per allenare il nostro muscolo imprenditoriale e capire se la cultura può trasformarsi davvero in pane e costituire un valore aggiunto per il presente e per il futuro, non solo per il passato. Napoli ha sempre dimostrato dei guizzi creativi in questo ambito, in modo furbetto e caotico si è dato vita a tante piccole innovazioni. È arrivato il momento di aggiungere gli strumenti di progettazione e un po’ di lievito per far crescere queste idee».
Esempi di business model e il pitch (vers. 2015)Frieda Brioschi
Esempi di business model di compagnie molto note: Coca Cola (per la bottiglia di vetro storica!), Financial Times, LinkedIn, Groupon, Twitter, Facebook, Blockbuster e Google.
Community business model (su base geografica, professionale e community online); cos'è un business plan e in cosa è diverso da un business model.
Info e consigli sul pitch, comprese alcune domande da usare come traccia.
Business model canvas - Creare, fornire e acquistare valore.Fabio Lalli
Business Model Canvas - Creare, fornire e acquistare valore.
Questa è la presentazione condivisa durante l'evento StartupDay organizzato da Medioera a Viterbo il 21/10/2011.
Le slide presentano sinteticamente come approcciare e come funziona il Business Model Canvas, la sua importanza ed alcuni esempi di applicazione.
This presentation is based on the top seller book "Business Model Generation" by Alex Osterwalder and Yves Pigneur. This book introduces the Business Model Canvas, the world's leading tool in creating and analyzing business models. This great tool allows you to sketch out your business model visually without starting with a scary business plan.
You can take my online course which covers more content, examples, quizzes, challenges and provides a certificate of completion.
Get course discounts and learn more:
www.playtactic.com
I hope you find this beneficial and good luck on your business model ;)
URBACT Summer University 2013 - Masterclass - Linda Cheung "How Cities Can Ma...URBACT
Presentation given by Linda Cheung - CEO at CubeSocial - during the URBACT Summer University 2013 at the Trinity College, Dublin.
Cheung offers insights on how social media can be used to enhance communication.
Topics include, design trends such as low-poly and flat graphics and how brands can use them effectively, the teenage migration from Facebook to emerging networks like Snapchat and Kik, how brands can incorporate psychology research into conversion campaigns, the rise of information feeds and native advertising.
Sitecore Skunkworks: Personalization using Machine LearningMark Stiles
Websites are becoming hives of activity, taking on a life greater than the sum of it's parts. The future of managing personalization isn't going to be manual; it will be automated. Learn how you can use a machine learning to empower you to personalize your website by automating content placement based on a variety of information and providing actionable analytic-based information to help you build content to feed the activity, allowing marketers to become self aware content designers.
Social at JCPenney: Conversation-led marketing, presented by Sean RyanSocialMedia.org
In his Brands-Only Summit presentation, JCPenney's Sean Ryan explains how they've leveraged social conversation to tell their brand story in the wake of change.
He shares examples from their recent social media campaigns including the 2014 Olympics and the Super Bowl.
This presentation and the accompanying "game" were created for the 2010 National Conference on Service and Volunteering, June 29, 2010; more at http://amysampleward.org
Surefire Ways Social Media Can Create Social Changefrank barry
npEXPERTS from around the nonprofit sector have joined forces to bring you battle proven fundraising ideas and marketing tips. For the next few weeks you'll have the opportunity to listen to each of the nonprofit experts live.
The Age of Disruption, clustering the global trends——SarieSimba Events
FBIF2015 is taking place on 13th – 15th May, 2015 in Shanghai, we are looking forward to your participation, please pay attention to our site for the latest event info.
The Social Enterprise - Increase the effectiveness of your social media marke...Tomorrow People
In our presentation from the B2B Marketing Summit 2015 we look at how social employee advocacy could dramatically increase the reach and engagement of your marketing activity.
What if we told you that you were missing out on a key marketing channel that could dramatically increase your reach, awareness and engagement, all at a minimal investment compared to your other, more traditional marketing channels? The secret, put simply, is your own employees.
To find out more about how you could engage your employees on social head to our blog: http://blog.tomorrow-people.com/the-social-enterprise-pt1
How to Kick Start and Scale Your Influencer Program From the Ground UpSocialTribe
Megan Conley (Founder + CEO, Social Tribe) and Ursula Ringham (Head of Global Influencer Marketing, SAP) take the stage at the 2019 Social Media Strategies Summit in NYC to break down 10 lessons they've learned in years of experience managing B2B Influencer Marketing programs at the enterprise level.
I would like to share with you the Social Good Brasil 2013 report . Our program, launched in 2012, promotes the use of technology, social media and innovative thinking to solve the world's greatest challenges.
You are all very welcome to join us, in English, at our website http://socialgoodbrasil.org.br/the-program
Improving the Top Five High Value Pages of Your WebsitePrimacy
Presentation from 2013 EduWeb Conference by Jeff Johnson of Primacy.
Long-term web marketing strategies are important, but it often takes much time, discussion, and resources to impact meaningful changes to your digital marketing efforts. The effectiveness of your website can be improved significantly by identifying those pages that have the most impact on your target audience’s decision drivers. Originally presented at the 2013 eduWeb Conference, this presentation focuses on tactics that can immediately impact positive results directly around your school’s admission, advancement and academic reputation objectives. Learn strategies and tactics used by cross-industry digital marketers that you can apply today in driving meaningful outcomes on the web. Presented by: Jeff Johnson, SVP, Higher Education Practice Lead at Primacy. Jeff has worked with dozens of colleges and universities across the country to achieve meaningful results with their admission, advancement and academic reputation outcomes. Jeff is a creative catalyst intent on creating exceptional digital experiences. He serves as creative, design and digital strategist focusing on reaching target audiences effectively, with positive business outcomes as the primary objective.
These are the slides for Amy Sample Ward's Community-Driven Social Impact session and workshop at the 2011 Nonprofit Technology Conference. Learn more at http://nten.org/ntc and http://amysampleward.org
Similar to Strumenti creativi per le Imprese Sociali (20)
Event hosted by the Consul of the Bologna Professional Networking Group on Wed 03 Feb 19:00 - 20:00
https://www.internations.org/activity-group/2949/activity/423709
Tips and tricks to build and test a business idea. Shaping an idea means translating an intuition into something you can experience: a trial project, a proof of concept, a minimum viable product. To prototype a business idea we need to think like designers and act as entrepreneurs, which means taking some creative risks and making a move before having all the answers. This blend of skills and competencies is usually gained during years of experience, a number of failures and continuous learning, but can we start small?
Speaker
Vincenzo Di Maria is a service designer and design thinker, contract professor at the University of Bologna, partner of commonground srl and author of Start Small: Service design for small companies.
Start small, iniziare dalle piccole cose.
Descrizione
La diffusione e la possibilità di accesso alle tecnologie all'interno del mondo del making hanno offerto nuove possibilità sullo sviluppo della fase di pretotyping all'interno di processo di sviluppo di un'idea imprenditoriale. Il workshop definirà la fase di “pretotipo”, offrendo una visione sugli obiettivi e sulle best practice di questa tecnica. In particolare, si discuterà di come disegnare e sviluppare processi di servizio alla entrepreneurship e “intrapreunership” focalizzati sul far costruire la cosa giusta prima di costruirla per bene.
I pretotitipi permettono di raccogliere importanti indicazioni sull'utilizzo e sul mercato, per prendere una decisione go/no go su una nuova idea ad ‘una frazione del costo di un prototipo.
https://www.uxuedizioni.it/book/start-small/
Fresh Start è un progetto di Cariplo Factory sulla divulgazione di modelli di innovazione aperta e cambiamento culturale per le grandi aziende italiane. "change to survive"
https://www.cariplofactory.it/progetti/fresh-start/
Invincible company è un libro, un approccio alla progettazione strategica e collaborativa di migliori modelli di business.
https://www.strategyzer.com/books/the-invincible-company
Design & Impatto: progettare in scarsità di risorseVincenzo Di Maria
Webinar per "Attiviamo energie positive!" del 20.04.2020
Oltre l’emergenza verso nuove progettualità.
Un ciclo di formazione e webinar gratuiti.
Condividiamo competenze e saperi per costruire nuove relazioni e progettare insieme il futuro
Creative Mornings Palermo 2019 #Justice | Design: un'arma a doppio taglioVincenzo Di Maria
Il design come arma per prevenire e ridurre opportunità criminali.
La mia talk al Creative Morning 2019 di Palermo, aperitivo edition.
Video https://m.facebook.com/story.php?story_fbid=487864108720530&id=455104207993445&_rdr
Presentation at the Rome World Usability Day 2018.
Where does the responsibility of a designer end? When does the freedom of users, misusers and abusers begin?
Can we design safer digital environments that enable people, allow to be hacked but not to be cracked by criminal intentions? Is cyber-bullism a design problem?
Lessons learned working at Design Against Crime Research Centre in London. Exploring the dark side of creativity and the power of design in encouraging behaviours and preventing criminal activity.
Il design dei servizi pubblici: sfide e opportunitàVincenzo Di Maria
GOV 2020 @ H-Farm
Iniziativa per accompagnare la Pubblica Amministrazione nell’era del cambiamento grazie al digitale.
Il 20 e 21 ottobre 2017 - GOV2020, due giorni formativi realizzati in collaborazione con RENA. Un appuntamento unico per tutti gli addetti ai lavori che vogliono ridisegnare i servizi a partire dai nuovi bisogni e dalle nuove esigenze dei cittadini.
Giornate sull'innovazione sociale, breve intervento sulla co-progettazione dei servizi pubblici per la regione Umbria.
Villa Umbra, scuola umbra amministrazione pubblica, Perugia 12 aprile 2017
Progettisti nella terra di mezzo | WIAD Pescara 2016Vincenzo Di Maria
Progettisti nella terra di mezzo: una storia vera di ostacoli, conquiste e cambiamenti.
Tra pubblico e privato, tra informatici e amministratori, tra inglese e dialetto: vivere in Sicilia e lavorare come progettisti significa spesso muoversi dentro confini fluidi, è il dover essere rigorosi verso i propri principi e contemporaneamente elastici con il cliente, il sentirsi intimamente divulgatori di innovazione e al contempo fare i conti con l'etichetta di "gran petulante". Quando il ruolo del progettista non è codificato aumentano le incertezze, ma anche le possibilità di conquistare spazi: ripercorriamo le tappe di un progetto particolarmente complesso che ha cambiato il nostro rapporto con i clienti, le nostre decisioni sul futuro e la consapevolezza del ruolo che possiamo e dobbiamo avere.
Da idea a progetto, cominciamo a dare forma ai cantieri di co-progettazione per la città di Lecce.
Da turismo e cultura a:
#mobilità #servizi #territorio #digitale #persone
Le slide di processo e di visione per il primo appuntamento di Lecce Social Innovation City, un percorso collaborativo per la creazione di 5 cantieri di innovazione sociale in ambito turismo & cultura per la città di Lecce. Info su: http://www.leccesocialinnovation.it/
Il Master Relational Design affronta un tema importante: come cambia la figura del designer nel mondo contemporaneo. Da sempre il nostro obiettivo è formare dei professionisti nel design per il mondo del lavoro.
In quest’ottica ci siamo resi conto che la figura del designer è il primo ruolo che ha bisogno di essere rivisto: dobbiamo ripensare il design e comprendere quali competenze acquisire per creare progetti concreti e adatti al mondo attuale.
Progettare servizi per un’economia di rete: il caso di Impact Hub Siracusa Vincenzo Di Maria
L'intervento all'8º Summit Italiano di Architecta sull'architettura delle informazioni, quest'anno dedicato all'architettura delle relazioni.
Progettare servizi per un’economia di rete: il caso di Impact Hub Siracusa
Come animare una rete territoriale di imprenditori, progettisti e innovatori tramite la progettazione di servizi dedicati, nuovi strumenti digitali ed esperienze offline.
Dal Rinascimento al Design Thinking: Un viaggio nella creatività progettuale. Un workshop a cura di @ClaudiaBusetto e @VincenzoDiMaria di Impact Hub Siracusa per Internet Festival 2014, Pisa.
Cosa inventerebbe Leonardo nell’era della condivisione e dell’intelligenza collettiva? Un laboratorio tra scienza e creatività per ripercorrere la storia del metodo progettuale, tra empatia, rigore, magia e logica, alla ricerca di un Umanesimo 2.0. — at Stazione Leopolda Pisa
ITALIAN
Social Innovation Cities è una giornata di co-design di idee e proposte per produrre la prima Innovation Agenda per la “Social Innovation City” del futuro.
L’evento si è svolto il 1° ottobre in occasione della Innovation Week, promossa dalla Camera di Commercio di Roma e organizzata dalla sua Azienda Speciale Asset Camera, nell’ambito della Innovation Week e della Maker Faire – The European Edition.
300 persone, 30 tavoli, 30 facilitatori, 10 temi, 10 speaker di rilevanza internazionale, al lavoro per co-creare il prototipo della Social Innovation City del futuro.
Attraverso la facilitazione di gruppi di lavoro durante l’evento e l’engagement sulla piattaforma simakers nei mesi precedenti, i partecipanti saranno chiamati a identificare le variabili chiave per lo sviluppo di un ecosistema di innovazione ad impatto sociale in una città metropolitana.
Dieci i topic trattati durante la giornata e sulla piattaforma: cinque temi e cinque strumenti per costruire le Social Innovation Cities del futuro. Tra questi: Making Resilient Cities; Open data, Food and Agriculture,Education and Youth Engagement.
ENGLISH
“Social Innovation Cities” is one day of co-design to produce the first Innovation Agenda for the “Social Innovation City” of the future.
“Social Innovation Cities – Makers at work” is the event that was held in Rome on October, 1st 2014. This event is part of the European Maker Faire and The Innovation Week . Promoted by the Chamber of Commerce in Rome in collaboration with Arduino and Make, the ambitious goal of The Innovation Week is to put Rome at the centre of the all-encompassing debate on innovation.
300 people, 30 working groups, 30 facilitators, 10 topic, 10 speaker, all together to produce the first Innovation Agenda for the “Social Innovation City” of the future.
Facilitating working groups during the event and involvement on the shared platform “simakers” will make it possible to identify the key variables to develop an innovative ecosystem with a social impact in a metropolitan city.
The topics under discussion by each table (physical and virtual) will refer, inter alia, to the levers of change such as: Making Resilient Cities; Open data, Food and Agriculture,Education and Youth Engagement.
http://www.hubroma.net/social-innovation-cities-1-ottobre-2014/
Il laboratorio organizzato dalla "sporca dozzina" al Workshop per l'impresa sociale #WIS14 organizzato da Iris Network a Riva Del Garda il 18 e 19 Settembre 2014. Caratterizzato dal tema "progettare i servizi per avare impatto" la sessione pomeridiana del workshop ha visto diverse sessioni parallele tra le quali due approfondimenti pratici sul service design per l'impresa sociale, toccando due temi caldi come l'economia della condivisone #sharingeconomy e i nuovi rapporti con il pubblico. Circa 80 le persone e i professionisti del terzo settore che hanno partecipato ai lavori grazie anche al caso pratico offerto da una Cooperativa Sociale dell'area bolognese, La Piccola Carovana.
#servicedesign4socent valorizzare il design come strumento per innovare le imprese sociali. Secondo una ricerca del Design Council di Londra, quando un impresa investe un euro in attività di design, aumenta il fatturato di 20 euro e il profitto di 4 euro. Londra, ma anche Bruxelles: la Commissione Europea ha recentemente concluso una ricerca su come il design possa rappresentare un’importante leva di innovazione. Due segnali del ruolo riconosciuto ad un approccio che porta l’utente al centro della progettazione o addirittura come partner di progetto.
IL PROGRAMMA COMPLETO DEL WORKSHOP http://www.irisnetwork.it/wp-content/uploads/2014/09/WIS14-programma.pdf
Presentazione dell'evento Nuvole a cura dell'associazione culturale SEM Spazi Espressivi Monumentali Scicli. Alla scoperta di opportunità per il turismo esperienziale e i sistemi di collaborazione per l'innovazione culturale.
Book Formatting: Quality Control Checks for DesignersConfidence Ago
This presentation was made to help designers who work in publishing houses or format books for printing ensure quality.
Quality control is vital to every industry. This is why every department in a company need create a method they use in ensuring quality. This, perhaps, will not only improve the quality of products and bring errors to the barest minimum, but take it to a near perfect finish.
It is beyond a moot point that a good book will somewhat be judged by its cover, but the content of the book remains king. No matter how beautiful the cover, if the quality of writing or presentation is off, that will be a reason for readers not to come back to the book or recommend it.
So, this presentation points designers to some important things that may be missed by an editor that they could eventually discover and call the attention of the editor.
White wonder, Work developed by Eva TschoppMansi Shah
White Wonder by Eva Tschopp
A tale about our culture around the use of fertilizers and pesticides visiting small farms around Ahmedabad in Matar and Shilaj.
Dive into the innovative world of smart garages with our insightful presentation, "Exploring the Future of Smart Garages." This comprehensive guide covers the latest advancements in garage technology, including automated systems, smart security features, energy efficiency solutions, and seamless integration with smart home ecosystems. Learn how these technologies are transforming traditional garages into high-tech, efficient spaces that enhance convenience, safety, and sustainability.
Ideal for homeowners, tech enthusiasts, and industry professionals, this presentation provides valuable insights into the trends, benefits, and future developments in smart garage technology. Stay ahead of the curve with our expert analysis and practical tips on implementing smart garage solutions.
You could be a professional graphic designer and still make mistakes. There is always the possibility of human error. On the other hand if you’re not a designer, the chances of making some common graphic design mistakes are even higher. Because you don’t know what you don’t know. That’s where this blog comes in. To make your job easier and help you create better designs, we have put together a list of common graphic design mistakes that you need to avoid.
Hello everyone! I am thrilled to present my latest portfolio on LinkedIn, marking the culmination of my architectural journey thus far. Over the span of five years, I've been fortunate to acquire a wealth of knowledge under the guidance of esteemed professors and industry mentors. From rigorous academic pursuits to practical engagements, each experience has contributed to my growth and refinement as an architecture student. This portfolio not only showcases my projects but also underscores my attention to detail and to innovative architecture as a profession.
vernacular architecture in response to climate.pdf
Strumenti creativi per le Imprese Sociali
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strumenti creativi per le imprese sociali
1
Vincenzo Di Maria [vincenzo@commongroundpeople.com]
tw @vdmdesign @cmngrd www.commongroundpeople.com commongroundpeople
[ ]
2. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013
vincenzo di maria
2
CREATIVITY . service design
EMPATHY . social innovation
STRATEGY . entrepreneurship
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commonground is where design meets positive social change
commonground people
CHANGE MAKER
GLOCAL INNOVATION
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summer schools 2013
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innovatori o imprenditori sociali?
5
sociale creativo esperto imprenditoreriflessivo
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societing summer school 2013
6
mattina: la cassetta degli attrezzi
pomeriggio: progettiamo insieme the rural hub
design
thinking
user
experience
business
model
value
creation
stakeholders
& resources
mapping
personas
user journey
map
business
model
canvas
ideas
generation
techniques
1 minute
elevator
pitch
theory
of change
SROI
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la vostra cassetta degli attrezzi...
8. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 8
...le sfide che vi aspettano
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Strumento: in senso figurativo, mezzo, espediente atto a
conseguire uno scopo preciso.
Metodo: modo specifico di agire per approcciare qualcosa
in maniera sistematica replicabile.
Metodologia: sistema o collezione di metodi utilizzati in una
particolare area di studio.
Processo: serie di azioni o passi fatti per ottenere un
determinato risultato o effetto, piano d’azione.
Mindset: schema mentale, approccio alla progettazione.
glossario
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caso di studio per illustrare il processo
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Gioco,
Immagine e
Parole
[Naples]
Mylene
Jonker
[Amsterdam]
Euclid
Network
[London]
Partners &
Stakeholders
[Naples]
Unicredit
Foundation
[Milan]
Jonas Piet
[Rotterdam]
Vincenzo
Di Maria
[Lisbon]
www.gioconomics.org
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gioco immagine e parole - teatro sociale
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dalla cocreazione alla coproduzione
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approccio creativo all’innovazione sociale
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design come strumento di innovazione sociale
15
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meanwhile in the uk...
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design
thinking
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design come processo creativo
design
?
problem idea solution
18
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?
?
?
?
?
! !
!
!
!
!
?
problems
ideas
solutions
insights
iterate
design come processo iterativo di problem solving
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#SDS2011
The Squiggle by Damien Newman, Central Inc.
The Squiggle by Damien Newman, Central Inc.
comunicare i processi creativi
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#SDS2
DISCOVER DEFINE DEVELOP DELIVER
uble Diamond as described by the Design Council
double diamond by design council 2005
pensiero divergente - pensiero convergente
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Dschool Stanford
design thinking per l’impresa
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CODESIGN
0% partecipazione
100% CONTROLlo
100% partecipazione
0% CONTROLlo
coproduzione
autorialità
consultazione
progettazione partecipata
autogestione
autoproduzione
cocreazione
utentiprogettista
fiducia / proprietà intellettuali
gradi di partecipazione nei processi di progettazione
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Malkovich bias: credere che tutti pensino come te
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quando il risultato è piÙ della somma dei singoli
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co-design con gli investitori e gli stakeholder
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people-centred divergent ideas
co-design
value creation
prototype system thinking
27
principi di design thinking
EMPATia creatività strategia
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Turn each circle into an object
* non abbiate paura di esprimere le vostre idee
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ripetiamo, il potere dell’iterazione
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prototipare = pensare con le mani
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prototipare interazioni ed esperienze
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prototipare servizi e sistemi
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prototipare e testare l’offerta di valore
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* prototipate una busta utilizzando un foglio A4
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Houde & Hill (1992)
3 ± 1 tipi di prototipo
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* il gioco della sedia
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una seduta per the rural hub
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1. intervista
utente
3. serie di idee
una per postit
2. consultazione
cocreazione
5. punti di forza
valore creato
4. prototipo
disegnato
6. integrazione
contesto
EMPATia creatività strategia
esercizio di design thinking -10 minuti
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user
experience
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service ecology - uno sguardo d’insieme
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personas - strumento per capire meglio l’utenza
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scenario - strumento per comunicare un’esperienza
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experience map - mappare la percezione dell’utente
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emotional experience - mappare umori ed emozioni
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visualizzare i processi facilita la comprensione
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roleplay user experience - prototipare interazioni
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serious play: progettare con post it e playmobyl
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service blueprint - strumento operativo interno
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La user journey map descrive un servizio
dall’esterno verso l’interno (percezione)
Il service blueprint descrive un servizio
dall’interno verso l’esterno (come funziona)
Entrambe le tecniche grafiche si basano sulle diverse fasi
dell’esperienza dell’utente e sulle interazioni visibili al
pubblico, riportando in parallelo anche i processi e le
funzioni interne visibili solo agli erogatori del servizio.
50
differenze tra user journey map e service blueprint
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value
creation
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tra sostenibilità economica e impatto sociale
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mappare gli attori del sistema - stakeholder map
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comunicare il valore di scambio - elevator picth
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The Value Proposition Canvas
Gain Creators
Describe how your products and services create customer gains.
How do they create benefits your customer expects, desires or would be surprised
by, including functional utility, social gains, positive emotions, and cost savings?
Pain Relievers
Do they…
Create savings that make your customer happy?
(e.g. in terms of time, money and effort, …)
Produce outcomes your customer expects or that go
beyond their expectations?
(e.g. better quality level, more of something, less of something, …)
Copy or outperform current solutions that delight your
customer?
(e.g. regarding specific features, performance, quality, …)
Make your customer’s job or life easier?
(e.g. flatter learning curve, usability, accessibility, more services, lower
cost of ownership, …)
Create positive social consequences that your
customer desires?
(e.g. makes them look good, produces an increase in power, status, …)
Do something customers are looking for?
(e.g. good design, guarantees, specific or more features, …)
Fulfill something customers are dreaming about?
(e.g. help big achievements, produce big reliefs, …)
Produce positive outcomes matching your customers
success and failure criteria?
(e.g. better performance, lower cost, …)
Help make adoption easier?
(e.g. lower cost, less investments, lower risk, better quality,
performance, design, …)
Rank each gain your products and services create according to its relevance to your
customer. Is it substantial or insignificant? For each gain indicate how often it occurs.
Describe how your products and services alleviate customer pains. How do they
eliminate or reduce negative emotions, undesired costs and situations, and risks
your customer experiences or could experience before, during, and after getting
the job done?
Do they…
Produce savings?
(e.g. in terms of time, money, or efforts, …)
Make your customers feel better?
(e.g. kills frustrations, annoyances, things that give them a headache, …)
Fix underperforming solutions?
(e.g. new features, better performance, better quality, …)
Put an end to difficulties and challenges your
customers encounter?
(e.g. make things easier, helping them get done, eliminate resistance, …)
Wipe out negative social consequences your
customers encounter or fear?
(e.g. loss of face, power, trust, or status, …)
Eliminate risks your customers fear?
(e.g. financial, social, technical risks, or what could go awfully wrong, …)
Help your customers better sleep at night?
(e.g. by helping with big issues, diminishing concerns, or eliminating worries, …)
Limit or eradicate common mistakes customers make?
(e.g. usage mistakes, …)
Get rid of barriers that are keeping your customer
from adopting solutions?
(e.g. lower or no upfront investment costs, flatter learning curve, less
resistance to change, …)
Rank each pain your products and services kill according to their intensity
for your customer. Is it very intense or very light?
For each pain indicate how often it occurs. Risks your customer experiences or
could experience before, during, and after getting the job done?
Products & Services
List all the products and services your value proposition is built around.
Which products and services do you offer that help your customer get either a
functional, social, or emotional job done, or help him/her satisfy basic needs?
Which ancillary products and services help your customer perform the roles of:
Buyer
(e.g. products and services that help customers compare offers,
decide, buy, take delivery of a product or service, …)
Co-creator
(e.g. products and services that help customers co-design
solutions, otherwise contribute value to the solution, …)
Transferrer
(e.g. products and services that help customers dispose of
a product, transfer it to others, or resell, …)
Products and services may either by tangible (e.g. manufactured goods, face-to-
face customer service), digital/virtual (e.g. downloads, online recommendations),
intangible (e.g. copyrights, quality assurance), or financial (e.g. investment funds,
financing services).
Rank all products and services according to their importance to your customer.
Are they crucial or trivial to your customer?
Gains
Describe the benefits your customer expects, desires or would be surprised by.
This includes functional utility, social gains, positive emotions, and cost savings.
Pains
Customer Job(s)
Describe negative emotions, undesired costs and situations, and risks that your
customer experiences or could experience before, during, and after getting the
job done.
What does your customer find too costly?
(e.g. takes a lot of time, costs too much money, requires substantial efforts, …)
What makes your customer feel bad?
(e.g. frustrations, annoyances, things that give them a headache, …)
How are current solutions underperforming for
your customer?
(e.g. lack of features, performance, malfunctioning, …)
What are the main difficulties and challenges
your customer encounters?
(e.g. understanding how things work, difficulties getting things done,
resistance, …)
What negative social consequences does your
customer encounter or fear?
(e.g. loss of face, power, trust, or status, …)
What risks does your customer fear?
(e.g. financial, social, technical risks, or what could go awfully wrong, …)
What’s keeping your customer awake at night?
(e.g. big issues, concerns, worries, …)
What common mistakes does your customer make?
(e.g. usage mistakes, …)
What barriers are keeping your customer from
adopting solutions?
(e.g. upfront investment costs, learning curve, resistance to change, …)
Describe what a specific customer segment is trying to get done. It could be the tasks
they are trying to perform and complete, the problems they are trying to solve, or the
needs they are trying to satisfy.
What functional jobs are you helping your customer get done?
(e.g. perform or complete a specific task, solve a specific problem, …)
What social jobs are you helping your customer get done?
(e.g. trying to look good, gain power or status, …)
What emotional jobs are you helping your customer get done?
(e.g. esthetics, feel good, security, …)
What basic needs are you helping your customer satisfy?
(e.g. communication, sex, …)
Besides trying to get a core job done, your customer performs ancillary jobs in differ-
ent roles. Describe the jobs your customer is trying to get done as:
Buyer (e.g. trying to look good, gain power or status, …)
Co-creator (e.g. esthetics, feel good, security, …)
Transferrer (e.g. products and services that help customers dispose
of a product, transfer it to others, or resell, …)
Rank each job according to its significance to your customer. Is it
crucial or is it trivial? For each job indicate how often it occurs.
Outline in which specific context a job
is done, because that may impose
constraints or limitations.
(e.g. while driving, outside, …)
Which savings would make your customer happy?
(e.g. in terms of time, money and effort, …)
What outcomes does your customer expect and what
would go beyond his/her expectations?
(e.g. quality level, more of something, less of something, …)
How do current solutions delight your customer?
(e.g. specific features, performance, quality, …)
What would make your customer’s job or life easier?
(e.g. flatter learning curve, more services, lower cost of ownership, …)
What positive social consequences does your
customer desire?
(e.g. makes them look good, increase in power, status, …)
What are customers looking for?
(e.g. good design, guarantees, specific or more features, …)
What do customers dream about?
(e.g. big achievements, big reliefs, …)
How does your customer measure success and failure?
(e.g. performance, cost, …)
What would increase the likelihood of adopting a solution?
(e.g. lower cost, less investments, lower risk, better quality, performance,
design, …)
Rank each gain according to its relevance to
your customer.
Is it substantial or is it insignificant?
For each gain indicate how often it occurs.
Rank each pain according to the intensity it
represents for your customer.
Is it very intense or is it very light.?
For each pain indicate how often it occurs.
On:
Iteration:
Designed by:Designed for:
Day Month Year
No.
Customer Segment
www.businessmodelgeneration.com
Use in Conjunction with the Business Model Canvas Copyright of Business Model Foundry GmbH
Value Proposition
Create one for each Customer Segment in your Business Model
strumenti per elaborare la proposta di valore
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business
model
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da business plan a business model
- parole & numeri
- missione dell’impresa
- ricerca di mercato, competizione
- risorse, team e struttura
- rappresentazione modello
- spiega la creazione di valore
- monetizzazione & transazione
- rapporto con il cliente
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Osterwalders Business Model Canvas: The Building Blocks
58
osterwalder business model canvas
Image credit: JAMVisualThinking,Amsterdam (http://www.jam-site.nl)
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Key
Partners
Key
Activities
Value
Proposition Relationships
Channels
Revenue
Streams
Key
Resources
Cost
Structure
Customer
Segments
59
Image credit: JAMVisualThinking,Amsterdam (http://www.jam-site.nl)
business model canvas - building blocks
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19Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
Key
Partners
Key
Activities
Value
Proposition Relationships
Channels
Revenue
Streams
Key
Resources
Cost
Structure
Customer
Segments
Eliminate/Reduce
Costs
Create/Raise
Value
60
Image credit: JAMVisualThinking,Amsterdam (http://www.jam-site.nl)
creazione di valore oltre i costi di gestione
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19Image Credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
Key
Partners
Key
Activities
Value
Proposition Relationships
Channels
Revenue
Streams
Key
Resources
Cost
Structure
Customer
Segments
Eliminate/Reduce
Costs
Create/Raise
Value
Best
Sustainable
Equilibrium
max. value
capture for
the company
max. valuefor the user
creazione di valore per tutti gli stakeholders
Image credit: JAMVisualThinking,Amsterdam (http://www.jam-site.nl)
66. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 66
sembra facile?
67. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 67
capire lo scambio di valore
68. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 68
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
Through which Channels do our Customer Segments
want to be reached?
How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?
Who are our most important customers?
What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?
What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
Day Month Year
No.
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buon lavoro...
69. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 69
progettiamo insieme il primo rural hub italiano
70. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 70
usate le risorse umane e le esperienze professionali
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iniziamo dalLE VOSTRE ASPETTATIVE
72. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 72
Rural Hub è il primo luogo in Italia che mette in connessione e
consente lo scambio e la condivisione tra persone, idee e progetti
dell’innovazione sociale applicata alla ruralità.
che cos’è uno rural hub?
• luogo condiviso di vita (coliving) e lavoro (coworking)
• centro di studi e ricerca permanente sull’innovazione sociale applicata alla ruralità
• aula rurale e multimediale di formazione
• sede locale e globale di eventi diffusi
• agenzia di Marketing e Societing Mediterraneo
• Incubatore, Mentoring e Project Financing per Rural Start-up
• connettore tra gli innovatori e i change maker rurali e iVenture Capitalist
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preparate la vostra tavolozza
75. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 75
stakeholders
& resources
mapping
personas
user journey
map
business
model
canvas
ideas
generation
techniques
1 minute
elevator
pitch
theory
of change
SROI
creazione output pratici per the rural hub
30’ 30’ 30’ 5’ 5’ 5’
making sessions - teams
collective thinking
76. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 76
stakeholders
& resources
mapping
30’
77. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 77
mappate risorse (the global food system)
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personas
user journey
map
30’
79. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 79
chi sono i potenziali utenti del Rural hub?
80. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 80
30 minuti - da societing a esperienza rurale
ruralità 2.0 | contadino 2.0 | smart rural
81. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 81
ideas
generation
techniques
30’
82. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 82
nuove idee per the rural hub
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• Post-pone and withhold your judgement of ideas
• Encourage wild and exaggerated ideas
• Quantity counts at this stage, not quality
• Build on the ideas put forward by other
• Every person and every idea has equal worth
www.brainstorming.co.uk
brainstorming rules
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speculazione creativa
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10 minuti - Chindogu, idee iperfunzionali
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pensare al contrario
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10 minuti - esplorazione dell’antisoluzione
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[protect] [share]
condividete le vostre idee
90. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 90
business
model
canvas
5’
91. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 91
comunicare e condividere la proposta di valore
92. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 92
theory
of change
SROI
5’
93. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 93
chi sa fare un buon tiramisù?
input > output > outcome
94. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 94
A theory of change is a strategy or blueprint for achieving
large-scale, long-term goals. It identifies the preconditions,
pathways and interventions necessary for an initiative's success.
www.skollfoundation.org/skollawards/glossary.asp
www.theoryofchange.org
theory of change - teoria del cambiamento
• Evaluation
• Behaviour change
• Outcome/goal/vision
• Output
• Impact (change)
• Assumptions
• Interventions
• Indicators
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pianificazione e progettazione retroattiva
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Stakeholders
Stakeholders
Theory of ChangeAge Unlimited
Project title:
Forward Thinking Programme
Long-term impacts
Key assumptions
Key assumptions
Key assumptions
Key assumptions
Key assumptions
Key assumptions
Key assumptions
Key assumptions
- By preparing for later life
and having plans/actions in
place people embrace the
future.
- Men wil need coping skills
for future challenges which
may ‘derail’ their planned
behaviour.
- There will be enough information
and support to allow men to make
first steps towards planning change
in lifestyle.
- The forums will be regular
meetings in order to build/establish
a network of participants
- There are appropriate services and
amenities within the community and
they are accessible to older people.
- Proposed interventions will lead to
behaviour change.
- Expert input will be required from
participants e.g. seminars.
- Participants will have individual
requirements. e.g. form filling,
personalised budgets
- Ambassadors capable of refering
people to other care services
- Do people need a record of their
progress?
- New user-led groups will need help
in organising promotion/venues/
mailouts...
- Men want to become optimal
agers and make a change to be
more in control
- Some men approaching the
programme will require referal
to other care support services
before enroling
- Men to get engaged and stay
engaged in the programme.
- Men will be interested in the
idea of future planning
- Roles and topics are
appropriate to this audience.
- The programme is aiming to
prevent people from becoming
further isolated
Target customers
Entry point
Problem
Interventions
Interventions
Output
Output
Output
Output
Output
Output
(Isolated) MEN living in
Hackney in mid-life (50-65)
Possibly from Ethnic minority
backgrounds.
Single or living alone.
Unemployed / low salary /
early retirement.
May have mental health
concerns.
Men hear about the programme
through friends, referrals from
public services, (promotions).
Ambassadors will advocate and
promote participants.
Promoted through alternative
locations (e.g. betting shops,
barbers, pubs).
Men attend peer-led discussion forums on
selected topics. Older people themselves
facilitate an exchange of problems, solutions
and ideas for preparing for later life. Services,
activities and local groups around the relevant
topic are discussed. Men receive resources
capturing and distributing relevant learning
from forum.
Men are signposted to new services and
activities.
Ambassadors are recruited and trained to
offer peer-led support and sign post services.
Ambassadors talk through plans, provide
a helping hand e.g. form filling and offer
suggestions.
Ambassadors advocate programme.
Men who feel motivated to
plan for the future but don’t
know where to start.
[Future - women in Mid-life]
Men are aware of
available options and
feel ‘empowered’ to take
responsibility of their
future planning
Men identify the support
networks, formal and
informal, that are
available and know how
to get help with issues.
Men establish new
friendships and networks
within the community
Men take up new
activities individually or
through local groups
Outcome
More engaged with the
community and increased
social inclusion (maybe
through volunteering or
involvement in local activities/
clubs/groups)
Outcome
More confidence, raised
self-esteem and mental
wellbeing.
Outcome
Better prepared to deal with
future challenges (because
they have the support of
the ambassador? or they
have identified their support
network?)
Outcome
More physically active
(through exercise and
leisure activities within the
community)
50-65 year old men in Hackney are better informed and
prepared to become optimal agers in later life
Mission:
Help to make later life a more fulfilling and positive experience
How do we communicate to men
with pride that there is advice or
learning involved?
Regular sessions need
appropriate venues and
facilitators.
Who can help or get involved?
Mental health services?
Housing services?
Socail care services?
Men engage in planning
behaviour, seek advice
and support from the
services that they require
- where, with whom?
3rd Sector support groups:
Hackney Carers, Shoreditch
SPA
Older peoples voluntary
organisations: Sharp End
Community Groups: BME
groups, Turkish speaking
groups, Asian women groups,
Bengali housing groups,
Jewish community groups
Other voluntary organisations
who want to engage with
older men – friend or foe?
PCT, doctors surgeries
Unemployment and benefit –
The Job Centre
Citizens Advice Bureau and
other advice organisations
Hackney Homes
London Borough of Hackney
Mayors office – older people’s
champion
Social services
Men and women in mid-life
Agewell Sandwell!
Men are increasing becoming more isolated than their female counterparts. Older men
are not aware of options available to them. Men are currently not engaging with the
activities in the community.
1
2
3
6
8 9 10 11
12
7
4 5
Theory of Change
Project title:
Key assumptions
Target customers
Key assumptions
Key assumptions
Key assumptions
Key assumptions
Key assumptions
Stakeholders
Stakeholders
OutcomeOutcomeOutcome
Long-term impacts
Output Output Output
Interventions
Entry point
Problem
progettare insieme il cambiamento sociale
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SROI - SOCIAL return on investment
A framework for measuring the impact of changes created
by a project or organisation upon social, environmental and
economic value.
98. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 98
• Project stakeholders are any individuals or groups who are affected,
positively or negatively, by the changes brought about by the project
• Project outputs are the specific deliverables that a project or activity
produces eg 50 people trained in IT skills, 500 vegetable boxes delivered
each week to low-income households
• Project outcomes are the changes resulting from a project or activity for
all its stakeholders eg greater self-confidence, people returning to work,
improved health, new interest in food production, greater community
spirit.
• Proxies and indicators are the criteria that help us measure and
convert the impact into monetary value
• Project impact is the difference between the outcomes for the
stakeholders as a result of the project and the situation that would have
occurred anyway, adjusting for deadweight and displacement
SROI glossario
99. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 99
esempi di logic model
Theoretical model
Actual model
Outcomes
(experienced/observed by
participants)
Improved physical
health of children and
parents
Avoidance of family
crisis – family able to
cope
Improved educational
training and status
Improved skills
and wage earning
opportunities
Improved livelihood
generation
Increase in lifespan of
adults and children,
improved ART
adherence
Improved mental health
of parents, caregivers
and children
Reduction in stigma
experienced
Outputs
Experienced
by participants
and other
stakeholders
Impacts
Big picture
changes for a
wider group of
people
CHAHA activities
Nutritional support
Household support
Educational training
Vocational training
Income-generating
Health, OI
Counselling, mental
health
Stigma sensitisation
Outputs (experienced
by participants and other
stakeholders)
Receipt of food rations
Receipt of nutritional
education
Receipt of emergency
help – water filters, bed
nets, roofing sheets,
cost of funeral
Receipt of ongoing
schooling through
fees payment, books,
uniform, support from
outreach worker for
better attendance
Receipt of vocational
training, skills building
and mentoring
Receipt of income-
generating project start
up support, grants and
training
Referred and linked to
health services and CTX
Referred and linked to
counselling services
Received family
counselling
Received anti-stigma
sensitisation
Outcomes
Changes
experienced/
observed by
participants
Inputs
i.e. time,
grants, staff,
volunteers
Activities
CHAHA project
activities
Inputs
Staff at SSR, SR
Logistics
Funding for direct and
indirect support
Funding for medical
emergency support
Funding for developing
linkages and advocacy
Supporting community action on AIDS in developing countries
SOCIAL RETURN
ON INVESTMENT:
CHAHA PROGRAMME
A report by Kaushik Biswas, Goverdhan Kummarikunta, Anandita Biswas
and Liza Tong International HIV/AIDS Alliance
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SOCIAL RETURN ON INVESTMENT: CHAHA PROGRAMME >> REPORT 2010
TABLE 6: SROI ratio calculation
Stakeholder No.
stakeholders
Outcome Indicator
description
Indicator Outcome
incidence
Deadweight Incidence
(after 3 year
programme)
after
deadweight
Attribution
proportion
Incidence
after
attribution
and
deadweight
Financial
proxy
description
Proxy
in IR
Total value
produced
in IR
Value
year 1
Drop
off
year
1
Value
year 2
Drop
off
year 2
Value
year 3
Drop
off
year 3
Value
year 4
Drop
off
year 4
Value
year 5
Total value
in IR
NPV PPP
conversion
$ equivalent
Children
living with
and affected
by HIV
18,531 Improved
health status
(nutrition)
No. of children
with improved
health (and
weight gain)
who have
received
nutrition
support
through
CHAHA and/or
Government
0.3 5,559.3 0.10 5003.4 0.50 2,501.7 Avoided costs
of travel,
health support
and medicine
20,500 51,284,543 51,284,543 0.10 15,385,363 0.20 4,102,763 0.30 957,311 0.40 191,462 71,921,443 66,420,67 26,568,269
1,132 Older
children
have better
income
prospects
No. of children
created
income
opportunities
through
vocational
training
0.30 339.7 0.05 322.7 0.40 129.1 Increase
in earning
potential
through
income-
generating
projects
18,0000 23,237,874 23,237,874 0.10 6,971,362 0.10 2,091,409 0.20 557,709 0.30 130,132 32,988,487 30,421,99 12,168,799
15,854 Improved
educational
attendance
and status
No. of children
benefitted from
educational
support
0.40 6,341.7 0.10 5707.5 0.25 1,426.9 Increase
in earning
potential
through
employment
22,500 32,104,958 32,104,958 0.10 9,631,487 0.10 2,889,446 0.20 770,519 0.30 179,788 45,576,198 42,030,391 16,812,156
Parents/
Caregivers
1,547 Improvement
in livelihood
status
No. of people
employed/
with additional
income
through
income-
generating
0.30 464.1 0.10 417.7 0.7 292.4 Increase
in earning
potential
through
income-
generating
projects
18,0000 52,628,940 52,628,940 0.10 15,788,682 0.10 4,736,605 0.20 1,263,095 0.40 252,619 74,669,941 68,868,019 27,547,208
778 Improved
health status
No. of people
accessing
ART, with
increased drug
adherence,
reduction in
OI and health
expenditure,
receiving
support for
childcare
1 778.1 0.05 739.1 0.20 147.8 Savings
in cost of
ART, travel,
medicine
20,500 3,030,505 3,030,505 0.10 909,151 0.20 242,440 0.20 64,651 0.30 15,085 4,261,833 3,934,148 1,573,659
19,480 Increased
confidence
and positive
living
No. of people
disclosing
status and
accessing
services
0.42 8,181.6 0.05 7,772.5 0.50 3,886.3 Monetary cost
of referred
services
accessed
– transport
pass, medical
insurance
8,400 32,644,584 32,644,584 0.10 9,793,375 0.20 2,611,567 0.40 522,313 0.60 69,642 45,641,482 42,171,330 16,868,532
15,561 Reduction in
community,
societal
stigma
No. of people
able to earn
some form
of living as
a result of
increased
confidence/
reduced
stigma
0.25 3,890.3 0.05 3,695.7 0.40 1,478.3 No. of working
days and
average
salary
18,000 26,609,310 26,609,310 0.10 7,982,793 0.20 2,128,745 0.30 496,707 0.50 82,785 37,300,341 34,450,415 13,780,166
24 SROI - ratio calculation
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‘’ Not everything that can be counted counts,
and not everything that counts can be counted”
tradurre il valore...
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1 minute
elevator
pitch
5’
103. VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 103
An elevator pitch (or elevator statement) is a short summary
used to quickly and simply define a product, service, or
organisation and its value proposition.
The name "elevator pitch" reflects the idea that it should be
possible to deliver the summary in the time span of an elevator
ride, or approximately thirty seconds to two minutes.
[wikipedia]
the rural hub in 30 secondi / 140 caratteri
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TWEET PLEASE: THE RURAL HUB È...
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grazie e buona continuazione
Vincenzo Di Maria
[vincenzo@commongroundpeople.com]
tw @vdmdesign @cmngrd
www.commongroundpeople.com
commongroundpeople