Helge Tennø discusses how digital technologies and changing customer needs are driving a "mutation" in capitalism.
1) Headlines about digital transformation lack context and explanation, while customers have changed more than the business organizations that must serve them.
2) New technologies enable new customer behaviors and goals that existing companies struggle to meet, representing a fundamental shift rather than just innovations.
3) As the environment changes from a "well-lit room" of predictability to a "dark room," companies must explore how technology enables new customer processes and values rather than just protecting old ones.
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.
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.
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 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.
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.
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.
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.
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 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.
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.
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.
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?
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
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.
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.
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.
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.
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.
My presentation at the inaugural Edge of the Web conference in Perth, Western Australia on 6 November 2008.
An introduction to Enterprise 2.0/Web 2.0 and then a look at business benefits plus a very quick look at a couple of case studies.
It shares significant content with my earlier E2.0 talk, but is tighter and more focused.
A full transcript is at http://www.acidlabs.org/2008/11/19/enterprise-20-a-new-age-of-aquarius/
One of the great irony of successful companies is how easily they can fail. New companies are founded to take advantage of some new technology. They become highly successful and but when the technology shifts, something new comes along, they are unable to adapt and fail. This is the innovator’s dilemma.
Then there are companies that manage to survive. For example, Kodak survived two platform shift, only til fail the third. IBM has survived over 100 years. What do successful companies do differently?
Disruptive Behavior is the new black, so to speak. At this day and age when technology and globalization continue to change the way we see and experience things, when customers behaviors evolve rapidly and business environments go through a dynamic change- disruptive behavior is the new normal.
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…
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.
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?
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
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.
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.
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.
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.
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.
My presentation at the inaugural Edge of the Web conference in Perth, Western Australia on 6 November 2008.
An introduction to Enterprise 2.0/Web 2.0 and then a look at business benefits plus a very quick look at a couple of case studies.
It shares significant content with my earlier E2.0 talk, but is tighter and more focused.
A full transcript is at http://www.acidlabs.org/2008/11/19/enterprise-20-a-new-age-of-aquarius/
One of the great irony of successful companies is how easily they can fail. New companies are founded to take advantage of some new technology. They become highly successful and but when the technology shifts, something new comes along, they are unable to adapt and fail. This is the innovator’s dilemma.
Then there are companies that manage to survive. For example, Kodak survived two platform shift, only til fail the third. IBM has survived over 100 years. What do successful companies do differently?
Disruptive Behavior is the new black, so to speak. At this day and age when technology and globalization continue to change the way we see and experience things, when customers behaviors evolve rapidly and business environments go through a dynamic change- disruptive behavior is the new normal.
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…
Technology Will Disrupt - Why, What and How?Helge Tennø
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.”
Consumer 2020, developed as a partnership between PSFK and Cisco, provides a challenging but fresh perspective on consumer trends in the near future and offers key strategies and resources to help brands in the retail, hospitality, and sports & entertainment industries better connect with consumers in 2020 and beyond.
Link Tank is a London based think tank that exists to bridge the gap between expert practitioners and employment and skills policy makers.
The world is changing quickly, and technology need to play a central role in the future of the UK’s employment and skills strategy. We believe its important for policy makers to see emerging trends and opportunities.
These factors — and the challenges they present — are fairly new or not fully understood yet, which seems to explain why they aren’t currently top-of-mind. They also garner less attention from the C-Suite because they are not easily quantifiable. Nearly all factors discussed here have deeply human and emotional traits to them, making them somewhat unique and harder to grasp. Nonetheless, we believe they are of great importance in the future of marketing and should be addressed accordingly.
The Economics of Content (October 2019)Joe Gollner
Virtual Presentation delivered at Lavacon 2019. A bit of a deep dive into some fundamental questions around the nature of the content industry and some of the challenges it has historically faced. In order to stave off depression, it ends with a more positive "Content Manifesto" that declares what needs to be done to redress some of the observed problems in the content industry. Relevant to content management and to open content standards like DITA and XML.
A look at client-agency relationships. Mark Linder
A look at how the business partnership between client and agency has been more shaped by the media and business model, than advertising proposition. Keynote at National eMedia Conference, Helsinki, 2007 Mark Linder, WPP
The Open Group Digital Practitioner Effort Provides Guidance to Ease Digital ...Dana Gardner
Transcript of a discussion on how The Open Group is closing the gap between IT education, business methods, and what it takes as a culture to succeed over the next decade.
Examines the impact of technology, generational shift, and apathy as key driving forces of change. Puts forward a POV on the real problems facing agencies and brands operating in this "age of embarrassment" powered by the misuse of technology.
Old vs. New Economy. Keynote speech at EUKN EGTC Conference - Civic Economy i...OuiShare
Keynote @Conference on the Civic Economy - Time to get ready Organized by European Urban Knowledge Network (EUKN) in cooperation with the municipality of Amsterdam & Pakhuis de Zwijger. Amsterdam 20.10.2014.
Old Economy vs. New Economy. Keynote speech at the annual EUKN EGTC ConferenceThomas Doennebrink
Keynote @Conference on the Civic Economy - Time to get ready Organized by European Urban Knowledge Network (EUKN) in cooperation with the municipality of Amsterdam & Pakhuis de Zwijger. Amsterdam 20.10.2014.
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.
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 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.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
The Customer OS - Why digital isn’t digital and customers hold the key to your future
1. Helge Tennø | jokull.io
Customer Strategy | Customer Insight
THE CUSTOMER OSWHY DIGITAL ISN’T DIGITAL AND CUSTOMERS HOLD THE KEY TO YOUR FUTURE
2. My back story:
I. There are no lack of headlines trying to explain
the future with words such as «transformation»,
«digital», «Internetification» etc.. But these terms
have no context or explanation - they are just
there to help people who don’t understand what
is happening sell that they do.
II. I was baffled when I, in my talk at the end of a
three day workshop on «change», asked
participants what was changing? And nobody had
a valuable answer.
III. I made my goal to dig underneath the
superficial surface and help organizations and
teams articulate what they were seeing around
them. To help them develop a common
understanding and shared language enabling
them to work better together going forward.
Follow me or even better, join my
knowledge network on LinkedIn:
4. «PEOPLE HAVE CHANGED
MORE THAN THE BUSINESS
ORGANIZATIONS THEY
MUST DEPEND UPON FOR
CONSUMPTION AND FOR
EMPLOYMENT» - Shoshana Zuboff
PART1:GrowingComplexity
link
5. Every century or so,
fundamental changes in the
nature of consumption create
new demand patterns that
existing enterprises can’t
meet.
- Shoshana Zuboff -
PART1:GrowingComplexity
link
7. A MUTATION IN
CAPITALISM
ITSELF It would be easy to construe these as isolated cases of innovation and industry
change, but I believe they represent much more: a mutation in capitalism itself.
What’s the difference? Innovations improve the framework in which
enterprises produce and deliver goods and services. Mutations create new
frameworks; they are not simply new technologies, though they do leverage
technologies to do new things. Historically, mutations have superseded
innovations when fundamental shifts in what people want require a new
approach to enterprise: new purposes, new methods, new outcomes.
Creating value in the age of distributed capitalism
By Shoshana Zuboff
http://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/creating-value-in-the-age-of-distributed-capitalism
PART1:GrowingComplexity
link
8. - CHRISTIAN MADSBJERG AND MIKKEL B. RASMUSSEN,
HBR.ORG, AN ANTHROPOLOGIST WALKS INTO A BAR
The biggest challenge CEOs face is the so called
complexity gap.
CEOs see a lack of customer
insight as their biggest deficit
in managing complexity. ..
And rank “customer
obsession” as the most
critical leadership trait.
THE
PART1:GrowingComplexity
link
11. People reach their goals through their behaviors. They hire products and
services because of the processes these offer that allows different types of
behavior. These processes are themselves limited to what the current
technology can offer. And hence people’s behaviors are limited to the
technology that is available.
PERSON GOALPROCESS BEHAVIOR
TECHNOLOGY
PRODUCTS AND SERVICES
PART2:ThisHappens
13. What happens when the technology changes?
What happens when people’s goals change?
But…
PART2:ThisHappens
14. "In the old model things didn't change very fast, it was predictable and so you
built for predictability. It was like saying; 'go find this object in a well lit room’."
- Aaron Dignan -
A Well Lit Room
It used to be…
PART2:ThisHappens
link
15. - In a well lit room these factors are all very predictable -
PERSON GOALPROCESS BEHAVIOR
TECHNOLOGY
PART2:ThisHappens
16. New technology invites companies to find new processes
creating new behaviors for people
Slow moving societal change like
the increase in higher education,
standards of living, social
complexity and longevity etc.
changes people’s mind in regard
to what they find valuable
Dark Room
Now it’s more like…
PERSON GOALPROCESS BEHAVIOR
TECHNOLOGY
- Aaron Dignan -
PART2:ThisHappens
link
17. Companies tend to over invest in keeping the current processes intact
rather than exploring how technology can enable new processes and
consequently new behaviors - allowing customers to achieve their goals in
new ways.
Where it all
breaks down:
- Clayton Christensen -
PART2:ThisHappens
link
18. PART2:ThisHappens
- Helge Tennø -
«IT IS NOT ABOUT OLD
PRODUCTS OR SERVICES
BECOMING TOO
COMPLICATED OR TOO
SLOW, THEY BECOME
IRRELEVANT.» link
19. There was a time when TV content was best
organized into linear channels - this was the
premiere possible solution at the time. But,
then the technology changes and what was
the optimal solution only becomes an
option in a menu of opportunities.
It doesn’t make much sense anymore to hold the customers
hostage to a very limited set of processes and behaviors if our job
is to help them utilize content to achieve their newfound goals.
PART2:ThisHappens
21. so…this might be your future in three to five years …
PART 3:
PART3:Sothismightbeyourfuture
22. The customer is not in the driver seat.
It is us that no longer understands
what they find valuable to pay for.
Willingness To Pay
PART3:Sothismightbeyourfuture
24. Mass
consumption lowered prizes and opened massive new
markets to people who wanted goods but couldn’t afford it.
Individual
Zero marginal cost of customization makes possible the
production of individual services at the same low price
points as if it was mass produced. People will pay for the
ability to get their personal product (their liberation from the
hostage taking of mass produced goods). They now set the
premise and tailor every detail to themselves.
e.g. There are no two Google search results, Facebook feeds or Amazon product
pages. Every smartphone is unique two minutes after you boot it for the first time.
1900 2000
PART3:Sothismightbeyourfuture
26. identity + individualization
Increased willingness to pay
Finds / opens / creates new markets
This might be your future in three to five years …
PART3:Sothismightbeyourfuture
28. freedom of choice, not voice.
The democratization of the Internet has led to
If everyone is offering the customer the same processes and infrastructure customers are only given a choice between logos and colors.
But, if a provider offers the same or competing value with different processes and / or no infrastructure. Then the customer has been
given a real choice and there is a real threat to the incumbents.
ChoiceNo Real Choice
KEYWORD: DIFFERENT PROCESSES & INFRASTRUCTURE
PART4:Choiceandhowtonotseeit
29. Common market reaction to real threat:
the threat to make it dissapear
e.g. Insurance companies understand the importance of insuring against damage or loss to people’s
physical property. But in regards to intellectual property they don’t see their role at all. This is strange.
Given that if you loose your computer the stuff on it is far more valuable than the box itself. What business
are the insurance companies really in?
The insurance industry avoided any problem by just renaming the whole problem. Insurance of intellectual
property is now called cloud storage.
re-name
PART4:Choiceandhowtonotseeit
30. Re-naming is a sickness plaguing industries - because it suffocates companies by protecting them from real growth. Companies shrink and
suffocate until they end up as commodities or infrastructure.
Companies don’t die they suffocate
PART4:Choiceandhowtonotseeit
link
31. Over time companies and industries seem to forget their understanding of the market, their CVP. They
become prone to unconsciously hold a very limited view of their future. Seeing the world from a
technology, market or product perspective creates a very narrow frame of reference where new
wealth opportunities are easily overlooked.
PART4:Choiceandhowtonotseeit
Time
Creating a market by seeing it from the perspective
of the customer value proposition [CVP] The original technology and processes end
up becoming a commodity or infrastructure
Competition is openly let in to offer
the same CVP due to difference in
technology and process
Market in terms of
Customer Value
THE CUSTOMER OS
Operating in the market from the perspective of its Customer Value Proposition
link
32. It is always easy to explain the world
in hindsight, so lets try foresight:
It is becoming increasingly clear to banks that
where FinTech proposes no real threat WeChat
and other social life-platforms do.
How/why?
FinTech proposes to better one or a few
components in the banks value chain - but the
chain itself will remain in the banks control.
Life-platforms turns this on its head. Suddenly
banks become the component and life-platforms
become the chains.
Banks, with their processes and infrastructure
suddenly, and very visibly, are becoming
irrelevant.
PART4:Choiceandhowtonotseeit
link
33. PART4:Choiceandhowtonotseeit
Companies aren’t disrupted, components in their value chain are.
This is comparable to the theory of disruption where Clayton Christensen argues that an industry is ripe for disruption when its core technology
is stretchable. “Its core technology” being a component in the value chain essential to the nature, protection or capitalization of the industry.
http://www.180360720.no/?p=5070 link
35. hardware as an opportunity
PART 5:
PART5:ManagementAsAnOpportunity
36. Customer OS as a hardware /management problem
PART5:ManagementAsAnOpportunity
37. Companies are designed to
out!
customers
keep
VIA CHUCK COKER ON FLICKR.COM
PART5:ManagementAsAnOpportunity
link
38. efficiency
COMPANIES CARE ABOUT
this harmonizes poorly with unpredictable customer who want nothing more then their own surplus
&
standardization
PART5:ManagementAsAnOpportunity
41. «the process of work becomes work itself»
PART5:ManagementAsAnOpportunity
link
42. Is Delighting The Customer Profitable?
Delighting the customer through outside-in innovation is not just profitable. It’s hugely profitable. That’s ultimately
why it has become a business imperative. It explains why its conquest of the business world is inevitable.
It’s not because the customers are more contented or
because the people doing the work are happier or
because it extends the life expectancy of a firm,
generates jobs and fuels the growth of the economy.
It does all those things, but the real driver of its
inevitability is that it makes more money.
Is Delighting The Customer Profitable?
Steve Denning
http://www.forbes.com/sites/stevedenning/2011/04/01/is-delighting-the-customer-profitable/#273e04c2151b
Just look at the ten-year share price of exemplar firms like
Apple [APPL], Amazon [AMZN] and Salesforce.com [CRM],
with increases of around ten times to fifteen times. Compare
that to traditional stalwarts like GE [GE], Walmart [WMT] and
Intel [INTC], which struggle even to hold their share price
constant.
PART5:ManagementAsAnOpportunity
link
43. «At a high level, banks make money out of two things.
One is net interest margin. The other is kicking you
when you’re down.»
- Ricky Knox, Founder Tandem -
Some industries are so fundamentally customer hostile, it would need a reboot in order to fix it.
PART5:ManagementAsAnOpportunity
link
44. -ism or -ism
Is your company following
PART5:ManagementAsAnOpportunity
45. «Let me give you an example of how expensive that can be. A decade ago four
of the most powerful technology companies in the world were Intel, Dell, HP and
Microsoft. And yet all four of them completely missed the single biggest shift in
the generation in their industry. And that was the shift to wireless. The mobile
opportunity was not an existential threat to their core business.
We continue to over concentrate power in our
organizations. When you give a few people at
the top the power to set strategy and direction
you are giving them the right to hold the
organizations capacity to change hostage to their
own personal willingness to adapt and change.»
«[successfull companies] fail when their leaders fail to
write of their own depreciating intellectual capital.»
- Gary Hamel
PART5:ManagementAsAnOpportunity
link
47. «We were caught of guard»
Senior Management in some of Norway’s biggest media companies after ignoring
the warnings from their talented employees for years.
PART5:ManagementAsAnOpportunity
48. The old management model is a control mechanism subdividing talent into
compartments where top-management destroys their ability to create value.
Enabling companies are driving information rapidly out to front-line self-
organizing teams in order for them to operate autonomously and react
instantly to changes in customer demand patterns. Employees given the
opportunity to use their talent unleash massive wealth for the corporation.
Cases in point: Salesforce, Netflix, Patagonia, Zappos, Tesla, AirBNB, Morning Star, Etsy, Nest, Spotify, Valve, Google, Burtzorg, Haier, Gore Technologies, DSM, GE Health, Whole Foods, Zara, Telus, Uber, Amazon, Facebook, Apple
PART5:ManagementAsAnOpportunity
link
50. «Even the worlds most efficient hierachical, linear organization was unable
to keep up with the speed of this distributed network»
- Chris Fussel, Stanley McChrystal Group -
Graph / slide from Mike Arauz / aug.co
PART5:ManagementAsAnOpportunity
link
51. «The problem set for an organization
usually changes every week.»
- Chris Fussell, Managing Partner at McChrystal Group -
PART5:ManagementAsAnOpportunity
link
52. software as an opportunity
PART 6:
PART6:SoftwareAsAnOpportunity
53. Customer OS as a software /insight problem
PART6:SoftwareAsAnOpportunity
54. - CHRISTIAN MADSBJERG AND MIKKEL B. RASMUSSEN,
HBR.ORG, AN ANTHROPOLOGIST WALKS INTO A BAR
The biggest challenge CEOs face is the so called
complexity gap.
CEOs see a lack of customer
insight as their biggest deficit
in managing complexity. ..
And rank “customer
obsession” as the most
critical leadership trait.
THE
PART6:SoftwareAsAnOpportunity
link
55. In 2003 the customer was in
sixth place in regards to
strategic influence. Ten years
later they are second only to
the c-suite.
IBM Global C-Suite Study -
PART6:SoftwareAsAnOpportunity
link
56. Companies who give customers a
voice at their c-suite table perform
15% better on average. The more
weight the customer is given the
better the result.
- “The Chief Marketing Officer Matters!” by Frank Germann, Peter Ebbes, and Rajdeep Grewal -
Harvard Business Review:
PART6:SoftwareAsAnOpportunity
link
57. Being overconfident in regards to customer insight is a challenge
PART6:SoftwareAsAnOpportunity
do you know that youHow
know what you need to know?
59. Ed Thompson, an analyst at market research firm Gartner,
says: “Between 5% and 10% of companies truly have a
customer culture at their core, but the rest have been forced
to care because all other means of differentiation have been
eroded over time. That’s why it is currently a hot topic and
has been very high on CEO agendas for the last three years
or so.”
In many consumer sectors, it has become increasingly
difficult for organisations to really stand out from the crowd
in terms of pricing, products or services.As a result, the last
great bastion of differentiation in recent years has become
that of customer experience – and that seems unlikely to
change any time soon.
“THE REST HAVE BEEN
FORCED TO CARE BECAUSE
ALL OTHER MEANS OF
DIFFERENTIATION HAVE
BEEN ERODED OVER TIME.”
PART6:SoftwareAsAnOpportunity
linkCath Everett, ComputerWeekly.com
Customer experience is big differentiator for organisations
63. «We tend to throw out the most meaningful and most
revolutionary if we ask people about their preferences»
- Malcolm Gladwell -
PART6:SoftwareAsAnOpportunity
link
70. «THEY CAN PICK OUT THE BEST CREDIT RISKS, IN
AN ECONOMY WHERE INFORMATION ON CREDIT-
WORTHINESS IS, SHALL WE SAY, A BIT THIN.»
- Nicholas Lardy, a longstanding expert on China’s financial sector at the Peterson Institute for International Economics -
http://www.ibtimes.com/mybank-vs-webank-chinas-internet-giants-go-head-head-new-online-banking-sector-1941380
PART6:SoftwareAsAnOpportunity
link
80. «Customer Strategy means gathering, cultivating and distributing
knowledge about the customer throughout the organization. So
that any talent and every team instantly can make their own
decisions based on emerging customer needs – not having them
depend on or wait for an organizational structure designed to
preserve itself or its players.»
- Helge Tennø -
PART7:Inconclusion
link
81. «The measure of a successful company is its ability
to let its customers and employees liberate it.»
- Helge Tennø -
PART7:Inconclusion
82. - Thank you -
THE FUTURE IS ONLY COMPLEX IF YOU FAIL
TO UNDERSTAND IT FROM THE PERSPECTIVE
THAT IS DRIVING THE CHANGE.
Helge Tennø | jokull.io
Customer Strategy | Customer Insight
«When others look at you and think you’re nuts, it’s because they are looking at it from their perspective»
- SwimRun Competitor, Norwegian In-flight Magazine -
83. Helge Tennø | jokull.io
Customer Strategy | Customer Insight
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