Interaction South America Brazil / Nov. 13-16 2013 Arne van Oosterom
Aug 11, 2014
Interaction South America Brazil / Nov. 13-16 2013
Arne van Oosterom
@DesignThinkers
why do I do what I do?
We have to humanize
organisations
we are a community of entrepreneurs
Germany since 2011
Israel since 2012
Singapore since 2012
Netherlands since 2007UK since 2011
China since 2013USA since 2010
Brazil since 2012
Chile since 2010
Established
Developing*
Spain since 2013
Australia since 2013
Partners
Argentina since 2013
Uruguay since 2013
we are a global multidisciplinary team of freethinkers
We are featured in many international publications.
We are co-author of the award winning book This is Service Design Thinking.
new organisational model
we created our serendipity machine
new businessmodel
new consultancy
When you want to differentiate your organisation you’ll have to build a different organisation.
so that’s me...
case-studies are only about outcomes and never about what realy happened...
You learn to DO stuff by... DOING stuff
anyway....
I don’t know who you are
People have biases and heuristics
value co-creation
I have some questions for you
what is really important to you?
what is really really really important to you?
Health & Happiness
what’s more important?
Does you company focus on making you happy & keeping you healthy?
Does you company focus on making the people you love happy & healthy?
Does you company focus on making their customers happy & healthy?
Why Not?
What is more important?
Better society?
Better future?
Planet?
Money?
What is money for?
Healthcare and/or happiness is the core-business of all organizations.
Most of them are just very bad at it
A Bank
... and trust
Create a radically new offering and you can differentiate yourself... be value driven
opportunity
An Insurance Company
... and the “fine print”
Understanding what people are trying to do, and invest in understanding and helping existing customers reach goals, this will open up a wide range of possibilities.
opportunity
A Hospital
... and not being empathetic
Developing truly human centered health services for people is an wide open and empty space…
opportunity
A Consumer Electronics Company
And “being so big, simply surviving takes up all your time and energy”
opportunity
Build a culture of trust to allow people to collaborate in multidisciplinary teams, interact with real customers and develop empathy. Understanding value-creation will lead to new insights and opportunities.
A Foodstuff Company
and slowly poisoning your own customers
opportunity
Developing small, local solutions by local teams, but globally connected by shared values and vision.
and seeing your customer as your enemy
a Telco
there is room for a brand that walks the talk, a brand people trust, no contracts aimed to lock you in, simple, pay for what you get, without confusing the hell out of people with bundles or boxes and providing real service
a Telco
So what is the problem?
What all these companies share:
Silo’s make them inflexibleRisk-averse cultureEmployees feel powerless No shared values and visionKPI’s and incentives are not customer centric Linear mindsetShort-term thinking No real sense of urgencyThey are competing in a sea of sameness
What all these companies share:
Silo’s make them inflexibleRisk-averse cultureEmployees feel powerless No shared values and visionKPI’s and incentives are not customer centric Linear mindsetShort-term thinking No real sense of urgencyThey are competing in a sea of sameness
What all these companies share:
Silo’s make them inflexibleRisk-averse cultureEmployees feel powerless No shared values and visionKPI’s and incentives are not customer centric Linear mindsetShort-term thinking No real sense of urgencyThey are competing in a sea of sameness
What all these companies share:
Silo’s make them inflexibleRisk-averse cultureEmployees feel powerless No shared values and visionKPI’s and incentives are not customer centric Linear mindsetShort-term thinking No real sense of urgencyThey are competing in a sea of sameness
What all these companies share:
Silo’s make them inflexibleRisk-averse cultureEmployees feel powerless No shared values and visionKPI’s and incentives are not customer centric Linear mindsetShort-term thinking No real sense of urgencyThey are competing in a sea of sameness
What all these companies share:
Silo’s make them inflexibleRisk-averse cultureEmployees feel powerless No shared values and visionKPI’s and incentives are not customer centric Linear mindsetShort-term thinking No real sense of urgencyThey are competing in a sea of sameness
What all these companies share:
Silo’s make them inflexibleRisk-averse cultureEmployees feel powerless No shared values and visionKPI’s and incentives are not customer centric Linear mindsetShort-term thinking No real sense of urgencyThey are competing in a sea of sameness
What all these companies share:
Silo’s make them inflexibleRisk-averse cultureEmployees feel powerless No shared values and visionKPI’s and incentives are not customer centric Linear mindsetShort-term thinkingNo real sense of urgencyThey are competing in a sea of sameness
What all these companies share:
Silo’s make them inflexibleRisk-averse cultureEmployees feel powerless No shared values and visionKPI’s and incentives are not customer centric Linear and short-term mindsetShort-term thinkingNo real sense of urgencyThey are competing in a sea of sameness
We have an opportunity to make a real change.
How can you make a difference?
By challenging ourselves
Not sticking to our mistakes
Questioning ourselves
Learn to Unlearn
Look at the bigger picture
Design Thinking enables you to zoom-in-and-out
Design Thinking allows you to ask questions, unpack systems, see
context, try experiment and learn from making mistakes and make
better decisions
Design Thinking supports the multi-dimensional person you are
Design Thinking empowers the generalist inside of you
Design Thinking builds empathy
We need to humanize organisations
Because ultimately business is or should be about creating value with people and for people.