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.
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.
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.
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.
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?
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.
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.
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.
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.
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?
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.
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.
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
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.
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
The Smart Ass™ Fan is the latest ceiling fan from Big Ass Fans®. Smart products are everywhere now, and they’re connected. Imagine a family of smart products and how much content could be/should be shared. These products can include mechanical, electrical and software parts AND content.
How will you deal with this explosive content requirement? This presentation takes a tour of the problem and explains what content engineering is …and how it can be used to create a sustainable content life cycle. Smart products need smart content.
This presentation was given at Information Development World on October 2, 2015.
Precedent – Daring to be Digital – 29th Jan 2014Precedent
Mark Sherwin and Rose Riley present the importance of becoming digitally active rather than reactive, along with some great examples of companies doing so already.
Mark Sherwin and Rose Riley give insights into those companies who are leading the way in digital and how you can succeed in helping your own organisation become digitally proactive instead of reactive!
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?
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!
Bryan K. O'Rourke IHRSA EU CONGRESS 2018 New Era Of User ExperienceBryan K. O'Rourke
What is the new era of user experience for health clubs, gyms, and fitness studios ? its a combination of factors both digital, physical, and emotional and its already here.
SMAC : social mobile analytics and Cloud is today disrupting markets in a big way. Today smaller business and the giants both can use SMAC as an enabler to innovate and create product differentiation.
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.
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.
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
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.
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
The Smart Ass™ Fan is the latest ceiling fan from Big Ass Fans®. Smart products are everywhere now, and they’re connected. Imagine a family of smart products and how much content could be/should be shared. These products can include mechanical, electrical and software parts AND content.
How will you deal with this explosive content requirement? This presentation takes a tour of the problem and explains what content engineering is …and how it can be used to create a sustainable content life cycle. Smart products need smart content.
This presentation was given at Information Development World on October 2, 2015.
Precedent – Daring to be Digital – 29th Jan 2014Precedent
Mark Sherwin and Rose Riley present the importance of becoming digitally active rather than reactive, along with some great examples of companies doing so already.
Mark Sherwin and Rose Riley give insights into those companies who are leading the way in digital and how you can succeed in helping your own organisation become digitally proactive instead of reactive!
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?
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!
Bryan K. O'Rourke IHRSA EU CONGRESS 2018 New Era Of User ExperienceBryan K. O'Rourke
What is the new era of user experience for health clubs, gyms, and fitness studios ? its a combination of factors both digital, physical, and emotional and its already here.
SMAC : social mobile analytics and Cloud is today disrupting markets in a big way. Today smaller business and the giants both can use SMAC as an enabler to innovate and create product differentiation.
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.
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…
PDF, audio, and voiceover are now available on designintechreport.wordpress.com
Today’s most beloved technology products and services balance design and engineering in a way that perfectly blends form and function. Businesses started by designers have created billions of dollars of value, are raising billions in capital, and VC firms increasingly see the importance of design. The third annual Design in Tech Report examines how design trends are revolutionizing the entrepreneurial and corporate ecosystems in tech. This report covers related M&A activity, new patterns in creativity × business, and the rise of computational design.
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.”
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.
Modern brands own their own infrastructure - their own means for reaching, interacting, servicing and selling to their customers. This is a deck we've been using at Zeus Jones to discuss and develop infrastructure for our clients' brands.
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- Как общаться c поколением, которое отрицает рекламу?
- Бренды и логотипы: а что такое брендирование и есть ли что-то, что мы упускаем из вида?
- Из чего "состоит" бренд? Бывает ли бренд без брендинга?
- Что такое dark market, covert marketing и как он появлялся?
- Чему можно поучиться у сигарет, аклоголя и фармацевтики?
- Как ограничения стимулируют новые решения?
- Зачем Coca Cola и другим FMCG небрендированные коммуникации?
August Responsive Organization DevelopmentMike Arauz
Watch video here: https://youtu.be/r-vh4xXBV6I
The Future of Organizations is Responsive // How to Unlock Your Organization’s Potential to Change the World // Presented at Telstra Retail Innovation Summit in Sydney, February 2016. // Presenter notes available here: https://medium.com/@mikearauz/5e2e9b5af16a
Rick James Model for selling innovative ideasJulian Cole
This is a model that should be helpful in selling in innovative/non-traditional ideas that are usually quite hard to sell to clients/bosses.
@juliancole
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.
15 Business Inspiration Quotes from Mad MenJim MacLeod
As Mad Men wrapped up their historic run, I found a series of quotes that can be applied to not only creative industries, but almost any business, and life. I also created the illustrations.
See what Don Draper, Roger Sterling, Peggy Olson, and the rest of the team think.
2017 Edelman Trust Barometer - Canadian ResultsEdelman
The Canadian data this year Edelman Trust Barometer uncovers some very worrying trends that we ignore at our peril. And this is true whether you hail from a business, the government or the media.
Take a look at the results of this year’s Trust Barometer in Canada.
Marketing ecosystem: 7 challenges facing marketers todayTony Davis
The marketing technology landscape has exploded. Marketers are spoiled for choice with an array of platforms, products, integrations and connections. In this presentation, we take a step back from the technology to look at 7 major challenges faced by marketers wanting to navigate the marketing ecosystem.
This is a class presentation on the Emerging Technology Analysis Canvas (ETAC), a framework to assess emerging technologies. It was created for students in a course on emerging technologies.
Certus Accelerate - User Centred Everything by Sam WilliamsCertus Solutions
Designing business success - Sam Williams
External and internal, customers are becoming far more discerning and now expect to have rich information at their fingertips, immersive mobile interactions with your brand and personalised digital experiences that are tuned specifically to their needs. Combining a deep data analytics capability with User Experience Design can deliver a truly immersive and personalised experience that will delight your customers and deliver lasting competitive advantage to your business.
The Journey towards Sustainable Digital Innovation. A case study on Arval BNP...Anastasia Romanski
This thesis seeks to explain why it is important for companies to achieve Digital Mastery. Second, it looks at how the theory of Digital Mastery can be used to help companies like ARVAL BNP Paribas achieve better mastery over their information and digital technologies.
The main questions answered are:
• What is digital Mastery?
• Why should companies strive for Digital Mastery, and how can they achieve it?
• What was done at ARVAL?
• To what extent did the transformation at ARVAL bring them closer to Digital Mastery?
• What are the next steps in ARVAL’s journey towards Digital Mastery?
From machine selling to service business modelSabri MOURAD
21st Century will be focused on customer experience and associated with a service-based model. This major trend is a real challenge for machines manufacturers who must redesign their thinking, design and organization structure to support this new approach. The capability of communication of new product and the integrated management of product life cycle management will be the key in this new environment focused on customer applications.
Networked Enterprise transformation and resource management in future interne...Brian Elvesæter
B. Elvesæter, A.-J. Berre, H. d. Man, and M.-S. Li, "Networked Enterprise transformation and resource management in future internet enabled Innovation Clouds", paper presentation at IESA 2010, Coventry, United Kingdom, 15 April 2010.
There’s a vast chasm between the hype and reality with today's IoT buzz. Here is a preview of the trends, predictions, value domains and routes to make your own initiatives a success.
Leveraging Digitalisation for Transformation - A Digital Leadership Capstone ...NUS-ISS
From a successful brick-and-mortar company to a digital one. How can a company determine business priorities and apply value strategies to inform management to transition to a digital ecosystem?
Presenting our very own students' capstone project, participants will learn from their experience on approaches taken to shift markets and lead new market segments and value proposition; understand how digitalisation extends the traditional business model and critically, what are the digital leadership take away from embarking the digital transformation journey that is more than a matter of superior technology
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After Oracle acquired Endeca, we all had to figure out what to do next. This case study describes building a learning-driven strategy capability to guide an adventurous product development group focused on the new domains of big data analytics and machine intelligence. I’ll share the outcomes of our efforts to launch new products chartered directly around customer experience value; outline the methods, tools, and perspectives that powered product discovery and strategic planning; share a framework and patterns for identifying and understanding emerging domains; and review the application of this toolkit to new situations.
Lean Digital Enterprise Evolution in a Hyper Connected World VSR *
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Digital disruptors - Models of digital operationsEricsson
As markets transform, businesses have to adapt to keep up and stay ahead. Strategies may vary, but the latest Networked Society Lab report, Models of Digital Operations, has identified successful practices that are already changing business logistics.
Similar to We overestimate changes in the short run and underestimate them in the long run (20)
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.
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.
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.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
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As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
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Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
We overestimate changes in the short run and underestimate them in the long run
1. «WE OVERESTIMATE
CHANGES IN THE SHORT
RUN AND UNDERESTIMATE
THEM IN THE LONG RUN.»
-Amara’s Law, Roy Charles Amara -
HELGE
TENNØ
JOKULL
180360720.NO | JOKULL.IO
IMAGE BY JULIAN-G. ALBERT ON FLICKR.COM
2. JOKULLWhere is your industry on the glacier curve?
PART 1:
.glacier
.bedrock
.equilibrium
line
zone of accumulation
zone of ablation
4. PROTOTYPE
FLEXIBLE TECHNOLOGY AND SYSTEMS
Q.: How do we design immediate, agile, dynamic systems?
What does it demand from our technology?
KEYWORDS:
- Flexible, agile and dynamic platforms
- Rapid iterations and user testing
I- ndividual services and experiences
- Immediate, real-time and distributed data
- Machine learning / AI for individualization
- Collect emails from all customers
- Capture all structured and unstructured customer data
- Multiple solutions running at the same time
FUELLING THE 21st CENTURY ORG.
Q.: How cheaply can we get to the first data point?
KEYWORDS:
- Fast realtime feedback loops, smaller probes in parallell
- Cluster on actual behavior
- Direct contact between the decision makers and raw data. Without interpretative layers
- Continous learning and adaptability
RESPONSIVE ORGANIZATION
Q.:How do we match the customers distributed
networks?
KEYWORDS:
- Decentralized teams and decisionmaking
- Information is open - not protected
- Organize around customer problems
- Immediate and continous deployment
APPROACH / MINDSET
Q.: What types of problems are we meeting,
simple, complicated and complex?
KEYWORDS:
- Adopt complex problem approach in addition to already established
simple and complicated approach
- Capture customer data to understand causality / problem
- Strong opinions loosly held
Understand customers problems
PROGRESS AND CIRCUMSTANCE 21st CENTURY VALUE
& REVENUE STREAMS
CONSEQUENCE OF 21st CENTURY ON APPROACH/MINDSET,
TECHNOLOGY, ORGANIZATION AND BUSINESS:
21st CENTURY
THIS MODEL IS JUST A THOUGHT EXPERIMENT. ANY FEEDBACK WOULD BE MUCH APPRECIATED. HT@JOKULL.IO
EXPLANATION:
This model is a suggested sensemaking tool to help organizations develop a shared language and understanding as
they are figuring out how to move from the existing model to a new OS / operating system more fit for the 21st
century customers and mutating markets.
HOW TO; Problems to solve are driven by customer progress and circumstance - technology, product and process becomes secondary. Standing on top of an orientation trying to fit
offering to customers (not the other way around) the company has to understand how mutating markets, agnostic customers and non-proprietary technology changes how to
sense and respond. A new organization has to identify how and what value to ad to the organization as making the old world more standardized and efficient escapes new
value creation. The model does not have a start or an end.
Shitty products with no margins
for nonconsumption
HELGE
TENNØ
JOKULL
180360720.NO | JOKULL.IO
6. 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
PERSON GOALPROCESS BEHAVIOR
TECHNOLOGY
7. How do they prioritize the components in their value chain differently?
8. Companies aren’t disrupted, components in their value chain are.
NEW VALUE CHAIN
TRANSACTION COST =
PROCESSING INFORMATION AND COMMUNICATION
TRANSACTION COST =
PROCESSING INFORMATION AND COMMUNICATION
COMPONENT REMAINS UNCHANGED
COMPONENT BECOMES INCREASINGLY
IMPORTANT TO CUSTOMER- COMPANY
KEEPS AVERAGE ADVANTAGE
NEW COMPONENT EMERGES - COMPANY
CHOOSES TO IGNORE EMERGING
CUSTOMER DEMAND
COMPONENT IS REMOVED FROM THE VALUE CHAIN.
VALUE CHAIN BREAKS UP.
NEW COMPONENT EMERGES. VALUE
CHAIN BECOMES HORIZONTAL.
COMPANY IS UNABLE TO COMPETE WITH
ASSYMETRIC COMPETITION
NEW COMPONENT EMERGES - DATA
DRIVEN CLOTHING XXX INTRODUCES
NEW DELVIERABLE AS INCUMBENT VALUE
CREATION BECOMES INFRASTRUCTURE
MAP STRING OF COMPONENTS
WHICH COMPONENTS ARE INTERNAL AND
WHICH ARE EXTERNAL?
IDENTIFY THE COMPETITIVE LANDSCAPE
[DISPLAY LOGOS]
WHAT IS CUSTOMER VALUE AND WHAT IS
INFRASTRUCTURE?
WHICH COMPONENTS REPRESENT YOUR
COMPETITITVE ADVANTAGE?
WHICH COMPONENTS REQUIRE A HIGH
DEGREE OF FLEXIBILITY
TO MEET THE CHANGING AND DIVERSE
NEEDS OF THE MARKET?
WHICH COMPONENTS ARE RIPE FOR
DISTRUPTION?
WHICH COMPONENTS ARE KEY WHEN
MUTATING TO OTHER INDUSTRIES?
-
HOW DO WE ORGANIZE FOR THIS?
HOW DO WE FUEL THE ORGANIZATION?
ca.
Mu.
cv.infr.
flex
D.
VALUE CHAIN MAPPING:
Question:
Which components are under what types of threats in your value chain?
9.
10. 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
Question:
What is our customer data helping us understand?
11. PROTOTYPE
FLEXIBLE TECHNOLOGY AND SYSTEMS
Q.: How do we design immediate, agile, dynamic systems?
What does it demand from our technology?
KEYWORDS:
- Flexible, agile and dynamic platforms
- Rapid iterations and user testing
I- ndividual services and experiences
- Immediate, real-time and distributed data
- Machine learning / AI for individualization
- Collect emails from all customers
- Capture all structured and unstructured customer data
- Multiple solutions running at the same time
FUELLING THE 21st CENTURY ORG.
Q.: How cheaply can we get to the first data point?
KEYWORDS:
- Fast realtime feedback loops, smaller probes in parallell
- Cluster on actual behavior
- Direct contact between the decision makers and raw data. Without interpretative layers
- Continous learning and adaptability
RESPONSIVE ORGANIZATION
Q.:How do we match the customers distributed
networks?
KEYWORDS:
- Decentralized teams and decisionmaking
- Information is open - not protected
- Organize around customer problems
- Immediate and continous deployment
APPROACH / MINDSET
Q.: What types of problems are we meeting,
simple, complicated and complex?
KEYWORDS:
- Adopt complex problem approach in addition to already established
simple and complicated approach
- Capture customer data to understand causality / problem
- Strong opinions loosly held
Understand customers problems
PROGRESS AND CIRCUMSTANCE 21st CENTURY VALUE
& REVENUE STREAMS
CONSEQUENCE OF 21st CENTURY ON APPROACH/MINDSET,
TECHNOLOGY, ORGANIZATION AND BUSINESS:
21st CENTURY
THIS MODEL IS JUST A THOUGHT EXPERIMENT. ANY FEEDBACK WOULD BE MUCH APPRECIATED. HT@JOKULL.IO
EXPLANATION:
This model is a suggested sensemaking tool to help organizations develop a shared language and understanding as
they are figuring out how to move from the existing model to a new OS / operating system more fit for the 21st
century customers and mutating markets.
HOW TO; Problems to solve are driven by customer progress and circumstance - technology, product and process becomes secondary. Standing on top of an orientation trying to fit
offering to customers (not the other way around) the company has to understand how mutating markets, agnostic customers and non-proprietary technology changes how to
sense and respond. A new organization has to identify how and what value to ad to the organization as making the old world more standardized and efficient escapes new
value creation. The model does not have a start or an end.
Shitty products with no margins
for nonconsumption
HELGE
TENNØ
JOKULL
180360720.NO | JOKULL.IO
12. 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
13. PROTOTYPE
FLEXIBLE TECHNOLOGY AND SYSTEMS
Q.: How do we design immediate, agile, dynamic systems?
What does it demand from our technology?
KEYWORDS:
- Flexible, agile and dynamic platforms
- Rapid iterations and user testing
I- ndividual services and experiences
- Immediate, real-time and distributed data
- Machine learning / AI for individualization
- Collect emails from all customers
- Capture all structured and unstructured customer data
- Multiple solutions running at the same time
FUELLING THE 21st CENTURY ORG.
Q.: How cheaply can we get to the first data point?
KEYWORDS:
- Fast realtime feedback loops, smaller probes in parallell
- Cluster on actual behavior
- Direct contact between the decision makers and raw data. Without interpretative layers
- Continous learning and adaptability
RESPONSIVE ORGANIZATION
Q.:How do we match the customers distributed
networks?
KEYWORDS:
- Decentralized teams and decisionmaking
- Information is open - not protected
- Organize around customer problems
- Immediate and continous deployment
APPROACH / MINDSET
Q.: What types of problems are we meeting,
simple, complicated and complex?
KEYWORDS:
- Adopt complex problem approach in addition to already established
simple and complicated approach
- Capture customer data to understand causality / problem
- Strong opinions loosly held
Understand customers problems
PROGRESS AND CIRCUMSTANCE 21st CENTURY VALUE
& REVENUE STREAMS
CONSEQUENCE OF 21st CENTURY ON APPROACH/MINDSET,
TECHNOLOGY, ORGANIZATION AND BUSINESS:
21st CENTURY
THIS MODEL IS JUST A THOUGHT EXPERIMENT. ANY FEEDBACK WOULD BE MUCH APPRECIATED. HT@JOKULL.IO
EXPLANATION:
This model is a suggested sensemaking tool to help organizations develop a shared language and understanding as
they are figuring out how to move from the existing model to a new OS / operating system more fit for the 21st
century customers and mutating markets.
HOW TO; Problems to solve are driven by customer progress and circumstance - technology, product and process becomes secondary. Standing on top of an orientation trying to fit
offering to customers (not the other way around) the company has to understand how mutating markets, agnostic customers and non-proprietary technology changes how to
sense and respond. A new organization has to identify how and what value to ad to the organization as making the old world more standardized and efficient escapes new
value creation. The model does not have a start or an end.
Shitty products with no margins
for nonconsumption
HELGE
TENNØ
JOKULL
180360720.NO | JOKULL.IO
14. «Which manager in their right mind
would agree to develop a crappy
product with no margins to a
customer that doesn’t exist yet»
- Clayton Christensen -
Helge Tennø | jokull.io
Customer Strategy
IMAGE BY JULIAN-G. ALBERT ON FLICKR.COM