Why, what and how? Understanding the future by looking at the building blocks of business, technology and people. “The future is only complex if you fail to understand it from the point of view of what is driving the change.”
How do we measure the value of social media?Helge Tennø
By referencing several of the current changes as social media we limit the perspective and reach of our ideas. We see these activities as satellites outside of core business, insignificant flirting with customers compared to the bigger commercial changes happening.
Our job is to become ambassadors and show the rest how customer insight and involvement can be increasingly valuable to the future of the business.
Companies are designed to keep customers outHelge Tennø
Companies increasingly have to accommodate and work on the premise of the customer. Adding huge strain to the current model of management - designed to keep customers out.
The End of Shareholder Capitalism / The Beginning of Customer CapitalismHelge Tennø
At an increasing rate companies are seeing that they need to figure out ways to put the customer at the center of their attention and decisions.
Through these three sessions I tried to give some tools and ideas, to help participants start digging into ways of finding the right approach for their company.
In the end, the best customer experience wins, no matter who makes it - v.2Helge Tennø
Customer Experience is merging communication with business, helping companies develop new customers and new revenue streams. In this talk we look at what customer experience is, how it should work and what lies in store for its future.
The Next Generation Content Is The ProductHelge Tennø
Customers are demanding more from their products and servces. Corporations need to fill the gap between the product and the customer with more value and service.
Successful innovators don't care about innovatingHelge Tennø
Innovations don’t work when they are made with the company in mind - and go on to be launched into a market that is neither interested or finds it meaningful. Advertising and design is then added in order to capture peoples motivation and imagination. But why are we doing it this way round? Why don’t we turn the process on its head and start by figuring out what people find meaningful in the first place.
How do we measure the value of social media?Helge Tennø
By referencing several of the current changes as social media we limit the perspective and reach of our ideas. We see these activities as satellites outside of core business, insignificant flirting with customers compared to the bigger commercial changes happening.
Our job is to become ambassadors and show the rest how customer insight and involvement can be increasingly valuable to the future of the business.
Companies are designed to keep customers outHelge Tennø
Companies increasingly have to accommodate and work on the premise of the customer. Adding huge strain to the current model of management - designed to keep customers out.
The End of Shareholder Capitalism / The Beginning of Customer CapitalismHelge Tennø
At an increasing rate companies are seeing that they need to figure out ways to put the customer at the center of their attention and decisions.
Through these three sessions I tried to give some tools and ideas, to help participants start digging into ways of finding the right approach for their company.
In the end, the best customer experience wins, no matter who makes it - v.2Helge Tennø
Customer Experience is merging communication with business, helping companies develop new customers and new revenue streams. In this talk we look at what customer experience is, how it should work and what lies in store for its future.
The Next Generation Content Is The ProductHelge Tennø
Customers are demanding more from their products and servces. Corporations need to fill the gap between the product and the customer with more value and service.
Successful innovators don't care about innovatingHelge Tennø
Innovations don’t work when they are made with the company in mind - and go on to be launched into a market that is neither interested or finds it meaningful. Advertising and design is then added in order to capture peoples motivation and imagination. But why are we doing it this way round? Why don’t we turn the process on its head and start by figuring out what people find meaningful in the first place.
An Interactive presentation / workshop given for clients in different industries (always with some individual tailoring). this is the latest version.
The presentation invites organizations to discuss different elements of the current customer gap to try to articulate and understand it better.
There is a gap between what we want our organizations to become and what we put into them to get there. We are redesigning our organizations to fit the 21st century only to fuel them with 20th century data once they get there.
Change - tools and ideas to meet the futureHelge Tennø
A collaborative presentation.
For the next 90 minutes we will give you ideas to understand the future and collaborative tasks to put it into your context.
By the end you will have broken a few preconceptions, discovered new ideas and have in your possession a broader toolbox to solve emerging and differentiated challenges
Our imagination is taken hostage (by outdated input variables)Helge Tennø
By input variables I mean the information, data and experiences we put into our organizations to make them tick. I will argue that there is a gap between what we want our organizations to become and what we put into them to get there.
Overly ambitious 90 minute deck for a corporate workshop fertilizing discussions aiming to create a shared language and common understanding of the changes taking place in the 21st century.
Input Variables - Presentation ADC*E Festival ‘17Helge Tennø
I work with input variables - figuring out and finding the data and insight that goes into an organization in order to make it successful.
Working with these problems I am sensing a gap - between what we want our organizations to become and what we put into our organization to get there.
The premise is that our imagination is limited by the tools we use to understand the world around us.
And that we are using old models to collect our data - and because we are using old models and methods we are only picking our data from the same pools of experience and information as we have done for decades past - serving us the same perspective of the world as we are used to seeing.
The future is not directly in font of us - it’s outside. And so looking in the same direction only further, or in the same places only deeper, won’t help us listen to the right data in order to navigate towards where we are going.
In this talk I shed light on this problem, that I am working on, probing and playing with. And I also try to explain why this is an important issue to solve right now - because of the changes in both the business models and practices that create wealth and customers behavioral patterns.
The times they are a-changin’…
And so you have learned about new business models.
Now, be ready for the next 10 disruptive waves.
10 Markets
10 Business Models
50 Examples
100+ Slides
Disruptive Education Model
Disruptive Banking Model
Disruptive Technology Model
Disruptive Media Model
Disruptive Cable & Telco Model
Disruptive Medical Model
Disruptive Travel Model
Disruptive Government Model
Disruptive Consumer Goods Model
Disruptive Retail Model
Produced by Thaesis
Supported by Trendwatching.com
X: The Experience When Business Meets Design - GetAbstract SummaryBrian Solis
X by Brian Solis Take-Aways
Designing a worthy customer experience is a competitive necessity.
Customers share their experiences via social media.
More buyers are basing their purchase decisions on the experiences that other consumers share.
Most companies fail to prioritize the customer experience.
Companies that believe in serving customers have a person or team responsible for designing each step of the customer experience.
Offering a great experience requires seeing things from your customer’s perspective.
Begin your improvement process by mapping the experience you currently offer.
Learn about all areas of your customers’ lives, not just their product preferences.
Create a storyboard with composite customer personas to help you visualize the experience you want to design.
Build drama and excitement into every moment of your customer’s experience, including opening the product box.
What You Will Learn
1) How customer experience became the most important criterion in consumer brand choices and 2) What methods you can use to design your consumers’ experience.
Digital Darwinism: An Interview with Brian Solis, Global Innovation Evangelis...Brian Solis
Under pressure to act fast during the pandemic, businesses sped up their digital transformation plans, compressing their timetables from years into months. Now they face the next phase of evolution, what digital prophet Brian Solis calls the “novel economy”. For businesses to adapt and thrive, says Solis, they must take a more profound and humanistic approach to transformation.
Audio Interview: https://www.customerfirstthinking.ca/digital-darwinism-an-interview-with-brian-solis-global-innovation-evangelist-salesforce/
We've analyzed tons of disruptive players when we were writing our book on Digital Transformation. We discovered 7 similarities and call them "The 7 Metaphors of Digital Disruption". We saw that all the disruptors score high on these drivers of transformation while traditional players have trouble with these metaphors. The new players are attacking you on every level.
How can you defend your business from these new players in your market? You should learn how they operate and try to implement (elements of) the business models of disruptive companies.
We've made a presentation that guides you through ten business models of hyper disruptors that we found inspiring. We hope you do too. Please let us know your thoughts about it!
The Next Modern Commerce Disruption: A Blueprint to Win in the Age of Persona...Brian Solis
Beyond driving for revenues, modern businesses must consider the human quotient in all they do. This means
a human-centered engagement infrastructure that
builds relationships with customers digitally through meaningful value, connections, and communications. Smart technology engagement platforms combined with customer-first mindsets can re-imagine customer journeys not only to compete for the future, but also relevance
in every moment that matters to customers. That’s the important aspect about the human quotient—it plugs brands into the exact moments that matter to custom- ers. Highly personal touch points are instrumental in guiding the next steps of customers closer to, or further away from, a brand now and forever. These meaningful moments require modern forms of engagement that prioritize one-to-one personalization, context consider- ation, cross-channel communication, and right time/right place/right message delivery at scale. Just because your brand is winning today doesn’t mean that future shock isn’t on the horizon. Plan for it. The clock is ticking.
Corporate Innovation - Silicon Valley - Intrapreneurship. By corpor8Tommaso Di Bartolo
Aviation Industry, Healthcare, Automotive, Education, Finance, Insurance and other traditional businesses are disrupted by innovative startups. Tommaso Di Bartolo, a serial entrepreneur himself, put together a Silicon Valley network to transform business threads into business opportunities and help corporates shape their future.
An Interactive presentation / workshop given for clients in different industries (always with some individual tailoring). this is the latest version.
The presentation invites organizations to discuss different elements of the current customer gap to try to articulate and understand it better.
There is a gap between what we want our organizations to become and what we put into them to get there. We are redesigning our organizations to fit the 21st century only to fuel them with 20th century data once they get there.
Change - tools and ideas to meet the futureHelge Tennø
A collaborative presentation.
For the next 90 minutes we will give you ideas to understand the future and collaborative tasks to put it into your context.
By the end you will have broken a few preconceptions, discovered new ideas and have in your possession a broader toolbox to solve emerging and differentiated challenges
Our imagination is taken hostage (by outdated input variables)Helge Tennø
By input variables I mean the information, data and experiences we put into our organizations to make them tick. I will argue that there is a gap between what we want our organizations to become and what we put into them to get there.
Overly ambitious 90 minute deck for a corporate workshop fertilizing discussions aiming to create a shared language and common understanding of the changes taking place in the 21st century.
Input Variables - Presentation ADC*E Festival ‘17Helge Tennø
I work with input variables - figuring out and finding the data and insight that goes into an organization in order to make it successful.
Working with these problems I am sensing a gap - between what we want our organizations to become and what we put into our organization to get there.
The premise is that our imagination is limited by the tools we use to understand the world around us.
And that we are using old models to collect our data - and because we are using old models and methods we are only picking our data from the same pools of experience and information as we have done for decades past - serving us the same perspective of the world as we are used to seeing.
The future is not directly in font of us - it’s outside. And so looking in the same direction only further, or in the same places only deeper, won’t help us listen to the right data in order to navigate towards where we are going.
In this talk I shed light on this problem, that I am working on, probing and playing with. And I also try to explain why this is an important issue to solve right now - because of the changes in both the business models and practices that create wealth and customers behavioral patterns.
The times they are a-changin’…
And so you have learned about new business models.
Now, be ready for the next 10 disruptive waves.
10 Markets
10 Business Models
50 Examples
100+ Slides
Disruptive Education Model
Disruptive Banking Model
Disruptive Technology Model
Disruptive Media Model
Disruptive Cable & Telco Model
Disruptive Medical Model
Disruptive Travel Model
Disruptive Government Model
Disruptive Consumer Goods Model
Disruptive Retail Model
Produced by Thaesis
Supported by Trendwatching.com
X: The Experience When Business Meets Design - GetAbstract SummaryBrian Solis
X by Brian Solis Take-Aways
Designing a worthy customer experience is a competitive necessity.
Customers share their experiences via social media.
More buyers are basing their purchase decisions on the experiences that other consumers share.
Most companies fail to prioritize the customer experience.
Companies that believe in serving customers have a person or team responsible for designing each step of the customer experience.
Offering a great experience requires seeing things from your customer’s perspective.
Begin your improvement process by mapping the experience you currently offer.
Learn about all areas of your customers’ lives, not just their product preferences.
Create a storyboard with composite customer personas to help you visualize the experience you want to design.
Build drama and excitement into every moment of your customer’s experience, including opening the product box.
What You Will Learn
1) How customer experience became the most important criterion in consumer brand choices and 2) What methods you can use to design your consumers’ experience.
Digital Darwinism: An Interview with Brian Solis, Global Innovation Evangelis...Brian Solis
Under pressure to act fast during the pandemic, businesses sped up their digital transformation plans, compressing their timetables from years into months. Now they face the next phase of evolution, what digital prophet Brian Solis calls the “novel economy”. For businesses to adapt and thrive, says Solis, they must take a more profound and humanistic approach to transformation.
Audio Interview: https://www.customerfirstthinking.ca/digital-darwinism-an-interview-with-brian-solis-global-innovation-evangelist-salesforce/
We've analyzed tons of disruptive players when we were writing our book on Digital Transformation. We discovered 7 similarities and call them "The 7 Metaphors of Digital Disruption". We saw that all the disruptors score high on these drivers of transformation while traditional players have trouble with these metaphors. The new players are attacking you on every level.
How can you defend your business from these new players in your market? You should learn how they operate and try to implement (elements of) the business models of disruptive companies.
We've made a presentation that guides you through ten business models of hyper disruptors that we found inspiring. We hope you do too. Please let us know your thoughts about it!
The Next Modern Commerce Disruption: A Blueprint to Win in the Age of Persona...Brian Solis
Beyond driving for revenues, modern businesses must consider the human quotient in all they do. This means
a human-centered engagement infrastructure that
builds relationships with customers digitally through meaningful value, connections, and communications. Smart technology engagement platforms combined with customer-first mindsets can re-imagine customer journeys not only to compete for the future, but also relevance
in every moment that matters to customers. That’s the important aspect about the human quotient—it plugs brands into the exact moments that matter to custom- ers. Highly personal touch points are instrumental in guiding the next steps of customers closer to, or further away from, a brand now and forever. These meaningful moments require modern forms of engagement that prioritize one-to-one personalization, context consider- ation, cross-channel communication, and right time/right place/right message delivery at scale. Just because your brand is winning today doesn’t mean that future shock isn’t on the horizon. Plan for it. The clock is ticking.
Corporate Innovation - Silicon Valley - Intrapreneurship. By corpor8Tommaso Di Bartolo
Aviation Industry, Healthcare, Automotive, Education, Finance, Insurance and other traditional businesses are disrupted by innovative startups. Tommaso Di Bartolo, a serial entrepreneur himself, put together a Silicon Valley network to transform business threads into business opportunities and help corporates shape their future.
This is a Futurelab Action Guide I wrote up on the topic of customer centricity.
Before you criticise the small fonts: it's designed for use on a small/computer screen only :-)
Growing Revenue with Near-Zero Investment - GROWTH INNOVATIONInnomantra
Growing Revenue with Near-Zero Investment - GROWTH INNOVATION
In a tough business environment when demand
in the core market gets challenged, businesses should look at tapping adjacencies that leverage the organizations' foundational assets. Not only are these moves less risky, but they also do not call for many upfront investments.
The Business Modeling Starter Kit enables entrepreneurial teams to explore the range of ideas and viable business models for a new or existing business. Results provide the basis for business model implementation that proceeds through iterative exploration, elaboration, evaluation, experimentation and evolution of assumptions. It was iteratively refined through dozens of workshops with startups and corporate venture projects.
The Business Innovation Kit modifies and extends the basic version of the Business Modeling Starter Kit. Both enable entrepreneurial teams to explore the range of ideas and viable business models for a new or existing business. Where the Starter Kit ends the Business Innovation Kit goes into depth: Exploring revenue models or the customer journey in depth, or competitive advantages that may be achieved through normative orientations such as sustainability. Results provide the basis for business model implementation that proceeds through iterative exploration, elaboration, evaluation, experimentation and evolution of assumptions.
This presentation describes the Business Modeling Starter Kit, an out-of-the-box workshop that helps entrepreneurs exploring viable business models for a new or existing business. It was created by Prof. Dr. Henning Breuer and his colleagues at the Telekom Innovation Laboratories in Berlin and revised, extended and translated by UXBerlin.
Introduction to Disciplined Entrepreneurship one hour workshop - slide deck #2 given at MISK Global Forum Workshop - Nov 16, 2017 - Riyadh Saudi Arabia
Our 2nd part of the Startup Series, which tells you all about why the customer is the king, and the need to build value to him or her through your product
Entrepreneurial Selling is a new sales methodology aimed at helping sales people and entrepreneurs to identify and develop new business opportunities together with their customers. The methodology is based on a 10 year long research program on the future of sales.
Presentation based on Harvard Business Review article: "What is Disruptive Innovation?", by Clayton M. Cristensen, Michael E. Raynor, and Rory McDonald – December, 2015 issue.
The theory of disruptive Innovation was introduced in the article: "Disruptive Technologies: Catching the Wave", by Joseph L. Bower and Clayton M. Christensen from the HBR january–february 1995 issue.
Mental Models and Organizations Amid Growing ComplexityHelge Tennø
How does an organizations relationship to its stakeholders change amid growing complexity? Why do we need to scrutinize if our mental models are from our own solutions looking out rather than from the stakeholders looking in? And what could we learn from and apply to the way we are organized?
We Are Running Our Organizations on Old DataHelge Tennø
Data informs the mental models by which we manage our organizations and make decisions. Big space data, computer vision and machine learning creates a new generation of data and gives companies a completely new framework for understanding their world. Solving the short comings of todays rude, inefficient and static data. Are we ready to be rewired and reprogrammed?
This is my presentation at SpacePort Norway in Stavanger on the 20th of June 2017. It is similar in content to my talk in Skellefteå published just a few days ago but tailored to a different crowd.
Each technological age has been marked by a shift in how the industrial platform enables companies to rethink their business processes and create wealth. In the talk I argue that we are limiting our view of what this next industrial/digital age can offer because of how we read, measure and through that perceive the world (how we cherry pick data). Companies are locked in metrics and quantitative measures, data that can fit into a spreadsheet. And by that they see the digital transformation merely as an efficiency tool to the fossil fuel age. But we need to stretch further…
We overestimate changes in the short run and underestimate them in the long runHelge Tennø
A short introduction to two critical points for understanding the current changes and how they affect companies' customer and business value. The goal of the presentation is to inspire a discussion to develop a shared language and understanding.
The Customer Job To Be Done Canvas - PrototypeHelge Tennø
At an increasing rate (according to IBM C-Suite studies) companies are seeing that they need to figure out ways to put the customer at the center of their attention and decisions. But do businesses have the data or insight to put them there?
In the MIT Sloan Management Review article Finding The Right Product For Your Product Clayton M. Christensen, Scott D. Anthony, Gerald Berstell and Denise Nitterhouse discusses the idea of understanding what jobs customers are trying to solve and then figuring out the reason people are pulling the product into these jobs.
As many others I am currently prototyping a tool for this theory (Work-In-Progress) and my work so far can be seen and downloaded here.
I'm employing the same strategies towards my own business as I do with my clients, therefore the tool is still just a prototype being redesigned and redesigned again. But hopefully there are people out there interested in trying the tool out, give feedback and help on the way forward. This tool is not a parking lot for an idea - but a continuous, hopefully never-ending process.
Business culture is changing, and so will technology, design and communicationHelge Tennø
Today there are three different core principles for running a business. Communication is a strategic tool for all of these models, but in completely different ways. What businesses need to do is accept that these different models exist, understand or decide which type of business they are, and then make sure to use the right type of communications portfolio to reach their goals.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
Let's dive deeper into the world of ODC! Ricardo Alves (OutSystems) will join us to tell all about the new Data Fabric. After that, Sezen de Bruijn (OutSystems) will get into the details on how to best design a sturdy architecture within ODC.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
"Impact of front-end architecture on development cost", Viktor TurskyiFwdays
I have heard many times that architecture is not important for the front-end. Also, many times I have seen how developers implement features on the front-end just following the standard rules for a framework and think that this is enough to successfully launch the project, and then the project fails. How to prevent this and what approach to choose? I have launched dozens of complex projects and during the talk we will analyze which approaches have worked for me and which have not.
2. topics
Part 1: The Complexity Gap / Asymmetric Competition
Part 2: Fundamental Changes In The Nature Of Consumption
Part 3: This is How Technology Works
Part 4: Business Strategy & The Value Chain
Part 5: Successful Innovators Don’t Care About Innovating
Part 6: Three Concepts To Spark Your Imagination
HELGE
TENNØ
JOKULL
3. - CHRISTIAN MADSBJERG AND MIKKEL B. RASMUSSEN,
HBR.ORG, AN ANTHROPOLOGIST WALKS INTO A BAR
link
The biggest challenge CEOs face is the so called
complexity gap.
CEOs see a lack of customer
insight as their biggest deficit
in managing complexity. ..
And rank “customer
obsession” as the most
critical leadership trait.
PART1:THECOMPLEXITYGAP/ASYMMETRICCOMPETITION
4. CHANGES IN BEHAVIOR, DRIVERS, CATEGORIES AND PRODUCTS
FIVE CUSTOMER GAPS / ASSYMETRIC COMPETITION:
THE KNOWLEDGEABLE
CUSTOMER PEOPLE AND
COMPANIES HAVE
CHANGED HOW THEY SHOP
- AND OUR TOOLS NEED TO
CHANGE WITH THEM
NEW HABITS AND BEHAVIORS
CHANGE THE IMPORTANCE OF
ESTABLISHED MECHANISMS
THE PRODUCT IS
INFRASTRUCTURE- WHAT JOB IS
THE CUSTOMER HIRING US TO
DO - AND HOW COULD WE
DELIVER ON THIS JOB?
THE COMPETITION ISN’T
NECESSARILY THOSE WHO
LOOK AND FEEL IDENTICAL TO
YOU - THE MOST LETHAL
COMPETITION COMES FROM
THE OUTSIDE
DO YOU UNDERSTAND YOUR
CUSTOMER - WHAT ARE
CUSTOMERS PAYING FOR?
HELGE
TENNØ
JOKULL
PART1:THECOMPLEXITYGAP/ASYMMETRICCOMPETITION
5. CHANGES IN BEHAVIOR, DRIVERS, CATEGORIES AND PRODUCTS
FIVE CUSTOMER GAPS / ASSYMETRIC COMPETITION:
THE KNOWLEDGEABLE
CUSTOMER PEOPLE AND
COMPANIES HAVE
CHANGED HOW THEY SHOP
- AND OUR TOOLS NEED TO
CHANGE WITH THEM
NEW HABITS AND BEHAVIORS
CHANGE THE IMPORTANCE OF
ESTABLISHED MECHANISMS
THE PRODUCT IS
INFRASTRUCTURE- WHAT JOB IS
THE CUSTOMER HIRING US TO
DO - AND HOW COULD WE
DELIVER ON THIS JOB?
THE COMPETITION ISN’T
NECESSARILY THOSE WHO
LOOK AND FEEL IDENTICAL TO
YOU - THE MOST LETHAL
COMPETITION COMES FROM
THE OUTSIDE
DO YOU UNDERSTAND YOUR
CUSTOMER - WHAT ARE
CUSTOMERS PAYING FOR?
WHAT IS YOUR CUSTOMER GAP / WHERE IS YOUR ASSYMETRIC COMPETITION COMING FROM?
QUESTION:
PART1:THECOMPLEXITYGAP/ASYMMETRICCOMPETITION
HELGE
TENNØ
JOKULL
8. ARE YOU, THROUGH YOUR INNOVATION EFFORTS, TRYING TO PROLONG THE
EXISTING PARADIGM OR MIGRATE TO THE NEXT ZONE OF MUTATION?
QUESTION:
PART2:FUNDAMENTALCHANGESINTHENATUREOFCONSUMPTION
9. TECHNOLOGY IN THIS SENSE IS ANYTHING THAT ENABLES A TYPE OF BEHAVIOR TO ACHIEVE A DESIRED OUTCOME
example: a seminar, talk, sermon, class, workshop, game
PART3:THISISHOWTECHNOLOGYWORKS
HELGE
TENNØ
JOKULL
12. TECHNOLOGY IN THIS SENSE IS ANYTHING THAT ENABLES A TYPE OF BEHAVIOR TO ACHIEVE A DESIRED OUTCOME
example: a seminar, talk, sermon, class, workshop, game
PART3:THISISHOWTECHNOLOGYWORKS
HELGE
TENNØ
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13. are our current technologies limiting our outcome creation through a
definite number of behaviors - can we accommodate or create new behaviors?
SUBTITLE: DO WE NEED NEW TECHNOLOGIES TO ACCOMMODATE PRESENT AND FUTURE ECONOMIES?
QUESTION:
PART3:THISISHOWTECHNOLOGYWORKS
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14. AN ORGANIZATION IS ESSENTIALLY
A STRING OF COMPONENTS FORMING
A VERTICAL VALUE CHAIN WELDED
TOGETHER BY TRANSACTION COSTS.
A BUSINESS’ COMPETITIVE ADVANTAGE
IS THE SUM OR THE AVERAGE OF ITS
TRANSACTION COSTS. COMPANIES
USUALLY WIELD LARGE ADVANTAGES
IN SOME COMPONENTS AND ARE
LAGGING IN OTHERS.
WITH DIGITIZATION WE CAN ACHIEVE
ZERO MARGINAL COST IN SOME
COMPONENTS – MEANING THAT THE
TRANSACTIONAL COSTS PLUMMET
TO A LEVEL WHERE THERE IS LESS
OR NOTHING TO ECONOMIZE ON
WHEN CERTAIN COMPONENTS IN THE
VALUE CHAIN PLUMMET IT CAN CHANGE
THE RULES OF THE GAME FOR AN ENTIRE
INDUSTRY
thevaluechain
BUSINESSSTRATEGY&
PART4:BUSINESSSTRATEGY&THEVALUECHAIN
16. which component(s) of our value chain has or is close to detach, switch or weaken?
QUESTION:
PART4:BUSINESSSTRATEGY&THEVALUECHAIN
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18. “Successful innovators care about solving
interesting and important problems -
innovation is merely a byproduct”
“By contrast, focusing on solving interesting
and important problems tends to be born from
customer-centered motives:”
PART5:SUCCESSFULINNOVATORSDON’TCAREABOUTINNOVATING
20. “So, the simplest explanation you’ll ever hear
of why succesful organizations ultimately
fail is this:
They fail when the leaders
fail to write of their own
depreciating intellectual
capital”.
- GARY HAMEL
link
PART5:SUCCESSFULINNOVATORSDON’TCAREABOUTINNOVATING
21. INDUSTRY
TO CORE
BUSINESS
THE DEMISE FROM COMPANY TO
INDUSTRY AS A CONCEPT IS A POISONED PILL
- FROM A CUSTOMER
VALUE PERSPECTIVE
Companies concentrate on optimizing their core
business. Giving away products and services that they
would logically provide from a customer perspective,
but are not optimal when applying current business
and management logic.
Companies end up fighting for market share in ever
decreasing markets. Flatly excluding/ consciously
ignoring logical and lucrative extensions.
THIS IS THE CUSTOMER-JOB-TO-BE-
DONE THE COMPANY HELPS SOLVE
WHEN IT LAUNCHES
PART5:SUCCESSFULINNOVATORSDON’TCAREABOUTINNOVATING
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22. INDUSTRY
TO CORE
BUSINESS
THE DEMISE FROM COMPANY TO
INDUSTRY AS A CONCEPT IS A POISONED PILL
- FROM A CUSTOMER
VALUE PERSPECTIVE
Companies concentrate on optimizing their core
business. Giving away products and services that they
would logically provide from a customer perspective,
but are not optimal when applying current business
and management logic.
Companies end up fighting for market share in ever
decreasing markets. Flatly excluding/ consciously
ignoring logical and lucrative extensions.
THIS IS THE JOB IT IS HELPING
CUSTOMERS SOLVE TODAY
[COMPANIES GET STUCK IN THE IDEA OF THE ORIGINAL JOB. NOT SEEING THAT AS PEOPLE ARE
PERFORMING AND SOLVING THE JOB THEY REDESIGN AND FRAGMENT IT. COMPANIES GET
STUCK ON THE MAIN DESIGN, IGNORING CONCIOUSLY THE EXTENSIONS THAT EMERGE]
PART5:SUCCESSFULINNOVATORSDON’TCAREABOUTINNOVATING
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23. INDUSTRY
TO CORE
BUSINESS
THE DEMISE FROM COMPANY TO
INDUSTRY AS A CONCEPT IS A POISONED PILL
- FROM A CUSTOMER
VALUE PERSPECTIVE
Companies concentrate on optimizing their core
business. Giving away products and services that they
would logically provide from a customer perspective,
but are not optimal when applying current business
and management logic.
Companies end up fighting for market share in ever
decreasing markets. Flatly excluding/ consciously
ignoring logical and lucrative extensions.
THIS IS THE JOB THE COMPANY IS
SOLVING IN THE FUTURE
[EVENTUALLY THE ORIGINAL JOB MIGHT END UP AS JUST A NICHE DELIVERY. THE
CUSTOMER HAS MOVED ON TO DIFFERENT WAYS OF SOLVING THE ORIGINAL JOB]
PART5:SUCCESSFULINNOVATORSDON’TCAREABOUTINNOVATING
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24. INDUSTRY
TO CORE
BUSINESS
THE DEMISE FROM COMPANY TO
INDUSTRY AS A CONCEPT IS A POISONED PILL
- FROM A CUSTOMER
VALUE PERSPECTIVE
Companies concentrate on optimizing their core
business. Giving away products and services that they
would logically provide from a customer perspective,
but are not optimal when applying current business
and management logic.
Companies end up fighting for market share in ever
decreasing markets. Flatly excluding/ consciously
ignoring logical and lucrative extensions.
THIS IS THE JOB THE COMPANY IS
SOLVING IN THE FUTURE
[EVENTUALLY THE ORIGINAL JOB MIGHT END UP AS JUST A NICHE DELIVERY. THE
CUSTOMER HAS MOVED ON TO DIFFERENT WAYS OF SOLVING THE ORIGINAL JOB]
HOW does core business and industry mindsets limit our ability to compete
QUESTION:
PART5:SUCCESSFULINNOVATORSDON’TCAREABOUTINNOVATING
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25. 3CONCEPTS
TO SPARK YOUR IMAGINATION
IMAGE BY ERIC FISCHER ON FLICKR.COM
PART6:TWOCONCEPTSTOSPARKYOURIMAGINATION
26. THE
CONCENTRATED
MODEL
&
THE HIDDEN
SPACE
IMAGE BY KYLE LAD ON FLICKR.COM
PART6:TWOCONCEPTSTOSPARKYOURIMAGINATION
29. WHAT ARE WE DOING THAT DIRECTLY IMPACTS CUSTOMER VALUE? HOW ARE WE GOING TO SERVE THE CUSTOMERS BETTER? WHAT IS THE MOST VALUED OUTCOME WE CAN HELP THE CUSTOMER PRODUCE?
HOW CAN THE CUSTOMER BENEFIT FROM
FURTHER INDIVIDUALIZATION OF OUR
EXPERIENCE?
HOW CAN THE CUSTOMER BENEFIT FURTHER FROM VALUE TRANSFORMATION?
HOW DOES CORE BUSINESS AND INDUSTRY-THINKING LIMIT OUR
ABILITY TO COMPETE?
HOW DO WE CAPTURE WHAT VALUE FROM THE CUSTOMER?WHAT IS OUR CUSTOMER EXPERIENCE?
(COMPANIES SELL CUSTOMER INTERFACES /
EXPERIENCE - NOT PRODUCTS)
PAGE 3: CUSTOMER VALUE TENNØ
180360720.NO | JOKULL.IO
HOW CAN WE CREATE AND CAPTURE CUSTOMER VALUE?
A. WHAT ARE WE DOING THAT DIRECTLY IMPACTS CUSTOMER VALUE? HOW ARE WE GOING TO SERVE THE CUSTOMERS BETTER?
B. WHAT IS THE MOST VALUED OUTCOME WE CAN HELP THE CUSTOMER PRODUCE?
C. HOW CAN THE CUSTOMER BENEFIT FROM FURTHER INDIVIDUALIZATION OF OUR EXPERIENCE?
D. HOW CAN THE CUSTOMER BENEFIT FURTHER FROM VALUE TRANSFORMATION?
QUESTION:
PART6:TWOCONCEPTSTOSPARKYOURIMAGINATION
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30. Part 1: The Complexity Gap / Asymmetric Competition
WHAT IS YOUR CUSTOMER GAP / WHERE IS YOUR ASSYMETRIC COMPETITION COMING FROM?
Part 2: Fundamental Changes In The Nature Of Consumption
ARE YOU, THROUGH YOUR INNOVATION EFFORTS, TRYING TO PROLONG THE EXISTING PARADIGM
OR MIGRATE TO THE NEXT ZONE OF MUTATION?
Part 3: This is How Technology Works
are our current technologies limiting our outcome creation through a definite
number of behaviors - can we accommodate or create new behaviors?
SUBTITLE: DO WE NEED NEW TECHNOLOGIES TO ACCOMMODATE PRESENT AND FUTURE ECONOMIES?
Part 4: Business Strategy & The Value Chain
which component(s) of our value chain has or is close to detach, switch or weaken?
Part 5: Successful Innovators Don’t Care About Innovating
HOW does core business and industry mindsets limit our ability to compete?
Part 6: Two Concepts To Spark Your Imagination
A. WHAT ARE WE DOING THAT DIRECTLY IMPACTS CUSTOMER VALUE? HOW ARE WE GOING TO
SERVE THE CUSTOMERS BETTER?
B. WHAT IS THE MOST VALUED OUTCOME WE CAN HELP THE CUSTOMER PRODUCE?
c. HOW CAN THE CUSTOMER BENEFIT FROM FURTHER INDIVIDUALIZATION OF OUR EXPERIENCE?
d. HOW CAN THE CUSTOMER BENEFIT FURTHER FROM VALUE TRANSFORMATION?
SUMMARY
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ofQUESTIONS