Designing for Meaning: Using Nostalgia, Mystery, and Frustration to Create Value Beyond Measure

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Keynote at Silicon Valley Bank CEO Summit, April 11, 2013, San Francisco

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Designing for Meaning: Using Nostalgia, Mystery, and Frustration to Create Value Beyond Measure

  1. 1. Designing for MeaningUsing nostalgia, mystery, and frustration to create value beyond measureTim Leberecht / NBBJ / Silicon Valley Bank CEO Summit, April 11, 2013
  2. 2. Barca!
  3. 3. Burning Man
  4. 4. “The problem is not measurement per se. The problem is the loss of balance between valuing what can be measured and what cannot, and becoming so dependent on quantitative measures that they displace judgment and learning.” PETER SENGEHuman Facebook “Like”
  5. 5. Meet your friends
  6. 6. Tom & Jerry Christmas House
  7. 7. TED Open Translation Project
  8. 8. The most tweeted image
  9. 9. 1. Exclude2. Exchange 3. Elevate
  10. 10. “Goldman Sachs Hires Single Morally Decent Human Being To Work In Separate, Enclosed Cubicle” The OnionDis-connected Image: The Onion
  11. 11. - 27% of bosses believe their employees are inspired by their firm. However, in the samesurvey only 4% of employees agreed. (Boston Research Group/LRN)- 72% of workers are indifferent or downright negative towards work. (Gallup, 2013)- 95% of Americans reject the idea that a corporation’s only purpose is to make money.(BusinessWeek)- People regard experts such as academics or even their peers as twice as more trustworthythan institutional leaders. (Edelman Trust Barometer 2013)- 75% of consumers say they are likely to switch to brands associated with a good cause ifprice and quality are equal. (Trends Report)- Employee loyalty is at a seven-year low. (MetLife 2012)- 1 in 3 employees plans to leave his or her job by the end of the year. (MetLife 2012)- The average company loses anywhere from 20 to 50% of its employee base every year.(MetLife 2012)-47% of consumers say they buy, every month, at least one brand that supports a goodcause, a 47% increase from 2010. 72% of consumers say they would recommend a brandthat supports a good cause – a 38% increase in two years. (Edelman, 2012)- Consumers say they’re more likely to discuss the good deeds a company does than theyare to discuss a company’s financial performance. (Weber Shandwick, 2012, survey)- “Conscious” companies outperform competitors by a factor of 10. (Conscious Capitalism)
  12. 12. “Market systems are justified not because of efficienciesand profits, but because humans are first and foremost social and emotional beings, and markets provide a sympathetic community for social exchange.” Robert C. Solomon
  13. 13. Enter THE BUSINESS ROMANTIC Makes us see the beauty of the world with “fresh eyes.” Considers business to be more than a numbers game: a powerful vehicle for creating richer human experiences that mean more. Honors our full “un-quantified selves” rather than just catering to our “quantified selves” and our self-interests. Carves out spaces for the ephemeral and transcendent —for experiences that are “greater than ourselves.” Values what is immeasurable but makes us human: values such as empathy, generosity, devotion, love, hope.Small ‘acts of significance’
  14. 14. THE BUSINESS ROMANTIC Makes us see the beauty of the world with “fresh eyes.”Considers business to be more than a numbers game: a powerful vehicle for creating richer human experiences that mean more.Honors our full “un-quantified selves” rather than just catering to our “quantified selves” and our self-interests. Carves out spaces for the artful and playful —for experiences that are “greater than ourselves.”
  15. 15. Traditional Smart MeaningfulPlanning Acting WanderingConversion Connection Reconnection (Nostalgia)Process Dashboard PrinciplesControl Monitoring Loss of controlConsistency Diversity SerendipityBig Idea Big Data Big IntuitionRapid response Real-time Pre-emptiveSegmenting Behavioral targeting Distributed presenceMessage Conversation (Occasional) silenceVisibility Transparency MysteryRisk Calculated risk VulnerabilityBenefit Value ValuesAttraction Liking LoveConvenience User-friendliness FrustrationEfficiency Excellence SignificanceSelf-interest Quantified Self Un-Quantified Self
  16. 16. Traditional Smart MeaningfulPlanning Acting WanderingConversion Connection Reconnection (Nostalgia)Process Dashboard PrinciplesControl Monitoring Loss of controlConsistency Diversity SerendipityBig Idea Big Data Big IntuitionRapid response Real-time Pre-emptiveSegmenting Behavioral targeting Distributed presenceMessage Conversation (Occasional) silenceVisibility Transparency MysteryRisk Calculated risk VulnerabilityBenefit Value ValuesAttraction Liking LoveConvenience User-friendliness FrustrationEfficiency Excellence SignificanceSelf-interest Quantified Self Un-Quantified Self
  17. 17. Nostalgia MysteryFrustration
  18. 18. Nostalgia
  19. 19. Moleskine: Analog cloud
  20. 20. Beck: Sheet music
  21. 21. Outbox: Digital snail mail
  22. 22. Snapchat: Permission to forget
  23. 23. Make, hardware, local
  24. 24. Mystery
  25. 25. Secret Cinema: Mystery screenings
  26. 26. Grey Poupon: Secret society
  27. 27. KLM: Random acts of kindness
  28. 28. Surprise Industries: Surprise-as-a-service
  29. 29. Situationist: Random situations
  30. 30. Nextpedition: Mystery travel
  31. 31. Frustration
  32. 32. “Can my grandmother use it?”
  33. 33. “Whenever technology companiescomplain that our broken world must befixed, our initial impulse should be to ask:how do we know our world is broken inexactly the same way that Silicon Valleyclaims it is? What if the engineers arewrong and frustration, inconsistency,forgetting, perhaps even partisanship, arethe very features that allow us to morphinto the complex social actors that weare?”EVGENY MOROZOV
  34. 34. Thank you. @timleberechttimleberecht.tumblr.com www.nbbj.com

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