Helge Tennø | jokull.io Customer Strategy | Customer Insight

.customer strategyWHY DIGITAL ISN’T DIGITAL AND CUSTOMERS ARE HOLDING THE

KEY TO YOUR FUTURE

as

.preface

“TO MANY MANAGERS, THE PRODUCT IS THE BUSINESS” - NIRAJ DAWAR, TILT “Firms continue to spend inordinate amounts of time, effort, and resources on their products. In fact, businesses are structured around their products. Companies have product divisions and product managers, and profitability is generally measured by product (not by customer).

But the answers to questions like ‘Why do customers buy from us?’” don’t reside in products. As Dawar points out, they “reside almost entirely in the interactions that take place in the marketplace.

- Steve Denning, CES: A User's Guide To The New Economyhttp://www.forbes.com/sites/stevedenning/2015/01/14/why-the-consumer-electronics-show-is-dying/#1443d21222cb

Planning meetings and budgets are product-based, incentives and bonuses are tied to product volume moved, and the managers’ hopes and aspirations are pinned on product innovation and the new-product pipeline. Building better products, conventional wisdom in these companies holds, is their pathway to a better, less price-competitive future.

.preface

For the customer the experience is the sum of all transactions with the company

PRODUCT

SERVICES

COMMUNICATION

.preface

TECHNOLOGYDISTRIBUTION

.preface

CUSTOMER VALUE

You start of by identifying the customer value you are going to create, and then find the distribution and technology

.growing complexityPART 1

PART 1A

: Grow

ing Com

plexity

Image by NASA Goddard Space Flight Center on flickr.com

«PEOPLE HAVE CHANGED MORE THAN THE BUSINESS ORGANIZATIONS THEY MUST DEPEND UPON FOR CONSUMPTION AND FOR EMPLOYMENT»- Shoshana Zuboff

link

PART 1A

: Grow

ing Com

plexity

Every century or so, fundamental changes in the

nature of consumption create new demand patterns that

existing enterprises can’t meet.

- Shoshana Zuboff -

link

PART 1A

: Grow

ing Com

plexity

link

PART 1A

: Grow

ing Com

plexity

.the premium puzzle

Based on articles and talks by Shoshana Zuboff, and Gary Hamel

EARLY CONSUMERSPROPRIETARY CAPITALISM

MASS CONSUMERSMANAGERIAL CAPITALISM

NEW SOCIETY OF INDIVIDUALSDISTRIBUTED CAPITALISM

ZONE OF INNOVATION

1890 20051915 2020 2050

ZONE OF INNOVATION

MIGRATION PATH

MIGRATION PATH

ZONE OF MUTATION

ZONE OF MUTATION

ELECTRICITY

INTERNET

MOBILEBIG DATAIOTCLOUD

+

+COMBUSTION ENGINE

Zero marginal cost

Every century or so, fundamental changes in the nature of consumption create new demand patterns that existing enterprises can’t meet.

http://www.180360720.no/?p=5227

We are living in the age of mass individualization. No two people get the same Google search result, see the same products on amazon.com, have the same

Facebook feed or iTunes catalogue. Every smartphone is unique two minutes after its first boot. 

We are living in an age where the new mega industries have all become personal services industries and the old incumbents are still struggling to put out a mass product at almost no

margin or cost (e.g. digital news media, insurance, banks, bikes, cars, tooth picks etc.).

PART 1A

: Grow

ing Com

plexity

PART 1A

: Grow

ing Com

plexity discuss:Is there a / is there a looming premium puzzle in your industry? What is it?

In pairs of two for three minutes:

PART 1B: G

rowing C

omplexity

.there are no maps, you are the mapmaker

We are increasingly moving from a world of predictability and standardization where there are simple problems, single solutions and best practices. To a world that has complex problems with multiple solutions which only emerge after they are influenced by an input variable.

Continuing along the vector of the current paradigm.

Becoming a highly efficient component in a different

value chain.

a. What customers find valuable to pay for is changing

b. Technology is changing how people do stuff leading to a mutation of processes (e.g. SMS and payments become the same process)

c. People organize in multiple immediate networks, lasting from seconds to months or years. These networks are distributed, they don’t have a plan and only react when input hits them. Companies are the input variable.

People are developing new demand patters our current business organizations can’t meet

Enkle

Komplisert

Komplekst

Kaotisk

We’re facing new types of problems

Entering new paradigms, offering new processes to

help the customers progress. Establishing new value

chains.

There will be a natural separation between format (the processes+tech. firms offer) and resource (what is valuable to people), where the existing format stops being inseparable from the resource and becomes an option.

.mutations

.infrastructureWe need new types of organizations around new types of data

PART 1B: G

rowing C

omplexity

- Shoshana Zuboff

.progress, struggleunderstanding customers’PART 2

andcircumstance

PART 2A

: Understanding C

ustomers’ progress and circum

stance

PART 2A

: Understanding C

ustomers’ progress and circum

stance

PART 2A

: Understanding C

ustomers’ progress and circum

stance

PART 2A

: Understanding C

ustomers’ progress and circum

stance

ACTIVE VS.

PASSIVE DATA

THE DATA DELUSION:.the fallacy of

SURFACE GROWTH

CONFORMING DATA

.the fallacy of.the fallacy of

link

PART 2A

: Understanding C

ustomers’ progress and circum

stance

After decades of watching great companies fail, we’ve come to the conclusion that the focus on correlation—and on knowing more and more about customers—is taking firms in the wrong direction. What they really

need to home in on is the progress that the customer is trying to make in a given circumstance—what the

customer hopes to accomplish. This is what we’ve come to call the job to be done.

Know Your Customers’ “Jobs to Be Done” Clayton M. Christensen, Taddy Hall, Karen Dillon, David S. Duncan

https://hbr.org/2016/09/know-your-customers-jobs-to-be-done

PART 2A

: Understanding C

ustomers’ progress and circum

stance

PART 2A

: Understanding C

ustomers’ progress and circum

stance

PART 2A

: Understanding C

ustomers’ progress and circum

stance

CUSTOMER STRATEGY / THE CUSTOMERS JOB

JOB DESCRIPTION

WHAT JOB?DESCRIBE THE CUSTOMERS CIRCUMSTANCE, PROGRESS AND STRUGGLE

CIRCUMSTANCEIDENTIFY THE SITUATION WHAT MOTIVATES ME?

PRIORITY

PRIORITY

PRIORITY

HELGETENNØJOKULL

180360720.NO | JOKULL.IO

SOURCE, The canvas comprises the thoughts on customer-jobs-to-be-done presented through a series of articles:- Finding the Right Job For Your Product, Clayton M. Christensen, Scott D. Anthony, Gerald Berstell and Denise Nitterhouse, http://sloanreview.mit.edu/article/finding-the-right-job-for-your-product/- Giving Customers a Fair Hearing, Anthony W. Ulwick and Lance A. Bettencourt, http://sloanreview.mit.edu/article/giving-customers-a-fair-hearing/- Mark Johnson @ the Business Design Summit in Berlin 2013, http://www.businessdesignsummit.com- The Innovator's Secret Weapon, Bill Ding, Jian Sun, http://bit.ly/1IoGyR4

WHAT PROGRESS, STRUGGLE AND CIRCUMSTANCE IS THE CUSTOMER HIRING THE PRODUCT / SERVICE FOR?

FUNCTIONAL GOALWHAT AM I TRYING TO ACHIEVE?

SOCIAL GOALWHAT DO I WANT TO ACHIEVE IN THE INTERACTION WITH OTHERS?

MOTIVATIONAL GOAL

PART 2: U

nderstanding Custom

ers’ progress and circumstance

discuss:What progress, struggle and circumstance is the customer hiring the product/service for?

In pairs of two for three minutes:

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.

.customer OSOperating in the market from the perspective of its Customer Value Proposition

link

PART 2B: U

nderstanding Custom

ers’ progress and circumstance

Competition offering the same CVP is conciously let in as they are using different core technology or core

business model

Creating a market by understanding the customer’s progress, struggle and circumstance (customer value proposition)

The original technology and processes end up becoming a commodity or infrastructure

Common market reaction to real threat:

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.

renamethe threat to make it disappear

PART 2B: U

nderstanding Custom

ers’ progress and circumstance

PART 2: U

nderstanding Custom

ers’ progress and circumstance

discuss:What are the advantages of the different approaches to understanding the market:

- Core technology - Core business model - Customer job / progress and circumstance

In pairs of two for three minutes:

.mutationPART 3

Technology is changing how people do stuff, leading to a mutation of processes. (e.g. SMS and payments become the same process)

PART 3: M

utation of process

of process

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 BEHAVIORTECHNOLOGY

PRODUCTS AND SERVICES

PART 3: M

utation of process

.butWhat happens when the technology changes?

PART 3: M

utation of process

What happens when the technology changes? What happens when people’s goals change?

.but

PART 3: M

utation of process

"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 RoomIt used to be…

link

PART 3: M

utation of process

PART 3: M

utation of process

link

- In a well lit room these factors are all very predictable -

PERSON GOALPROCESS BEHAVIORTECHNOLOGY

PART 3: M

utation of process

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 RoomNow it’s more like…

PERSON GOALPROCESS BEHAVIORTECHNOLOGY

- Quote by Aaron Dignan -

PART 3: M

utation of process

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 BEHAVIORTECHNOLOGY

PART 3: M

utation of process

- Helge Tennø -

«IT IS NOT ABOUT OLD PRODUCTS OR SERVICES BECOMING TOO COMPLICATED OR TOO SLOW, THEY BECOME IRRELEVANT.»

link

PART 3: M

utation of process

PART 3: Process

discuss:Are we in the business of solving a customer problem or selling a customer process? To which consequence?

In pairs of two for three minutes:

PART 4:

PART 4: This m

ight be your future in five years

your futurethis might be

in three to five years …

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

PART 4: This m

ight be your future in five years

PART 4: This m

ight be your future in five years

Identity

link

PART 4: This m

ight be your future in five years

MASSSTANDARDIZATION

IDENTITYINDIVIDUALIZATION

THE WILLINGNESS TO PAY A PREMIUM IS CONNECTED TO IDENTITY INDIVIDUALIZATION UNLEASHES NEW MARKETS AND WEALTH

PART 4: This m

ight be your future in five years

«We want to make a personal Google for each and every user»

«We made Google search for everyone and today we made Google Assistant just for you»

Sundar Pichai, CEO Google 4th October 2016

PART 4: This m

ight be your future in five years

Microsoft wants to "democratize

artificial intelligence" and bring AI to systems that everyone uses.

http://arstechnica.com/information-technology/2016/09/microsoft-merges-bing-cortana-and-research-to-make-5000-strong-ai-division/

«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

«We’re connecting 10,000+ data points per customer to build a new kind of credit score. It's working in a

way that the world has never seen before.» - tala.co

THE UNBANKED AND THE UNDERBANKED

DATA HVILKEN DATA KAN VI SAMLE OG HVORDAN KAN VI BRUKE DENNE?

PART 4: This m

ight be your future in five years

discuss:What would identity and individualization look like in your industry? Is it already here?

In pairs of two for three minutes:

PART 4: This m

ight be your future in five years

PART 5:

choice.freedom of

PART 5:Freedom

of choice

.freedom of choice, not voiceThe 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

PART 5:Freedom

of choice

Customer Expectation GAP-graph / Richard Trovatten

Time

Customer excpectation

«Innovation over time ads layers of new customer expectations»

Layers of innovation

PART 5:Freedom

of choice

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:

PART 5:Freedom

of choice

PART 5:Freedom

of choice

Encyclopedia Education

PART 5:Freedom

of choice discuss:What are the core components in your value chain? Are they stretchable?

In pairs of two for three minutes:

PART 5: C

hoice and how not to see it..

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.

link

PART 5: C

hoice and how not to see it..

PART 6:

.hardware

PART 6: H

ardware

What are we organized to accomplish?

Companies are designed to

out!customerskeep

VIA CHUCK COKER ON FLICKR.COM

link

PART 6: H

ardware

We were designed to engage in a predictable environment, which requires that [the customers] are similarly designed. But, [the customer] network didn’t have a five year strategic plan, they

didn’t have a linear hierarchy or centralized authority. We had to understand that we were fighting against a complex, movable, continuously changing decentralized and distributed network.

And these networks would last for six months or twelve minutes.

- Paraphrasing Chris Fussell & Rachel Mendelowitz - [I removed references to Al Qaida and changed them with the customer]

@responsiveconference.com, 20.aug.16

vs.

PART 6: H

ardware

efficiency COMPANIES CARE ABOUT

this harmonizes poorly with unpredictable customer who want nothing more then their own surplus

& standardization

PART 6: H

ardware

link

PART 6: H

ardware

«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

link

PART 6: H

ardware

link

PART 6: H

ardware

«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.

PART 6: H

ardware

«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

link

PART 6: H

ardware

«The problem set for an organization usually changes every week.»

- Chris Fussell, Managing Partner at McChrystal Group -

link

PART 6: H

ardware

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

link

PART 6: H

ardware

PART 6: H

ardware

discuss:How are we best designed for the customer?

In pairs of two for three minutes:

.softwarePART 7:

The execution is never better than the strategy we put in, and the strategy is never better than the data, insight and experience it is built on top of.

PART 7: Softw

are

- 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

link

PART 7: Softw

are

PART 7: Softw

are

PART 7: Softw

are

IS CUSTOMER INSIGHT EVEN THE RIGHT APPROACH?

PART 7: Softw

are

.disorder

complexcomplicated

simplechaotic

Cause and effect: understandable in retrospect but do not repeat

Probe - sense - respondCause and effect: Detectable but seperated over time and space

Sense - Analyze - respond

Cause and effect: Repeatable, perceiveable and predictable

Sense - Categorize - respond

Cause and effect: Not detectable

Act - Sense - respond

Unordered context

Ordered context

The cynefin sensemaking framework

Making sense of the world so we can act in it

- Dave Snowden, SenseMaker

PART 7: Softw

are

The customer is not a segment, she is a signal

PART 7: Softw

are

link

In short, mutations that upend industries can come from anywhere, and conventional forms of market analysis and competitive strategy will miss those mutations.

PART 7: Softw

are

- Shoshana Zuboff, Creating value in the age of distributed capitalism - www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/creating-value-in-the-age-of-distributed-capitalism

What can the customer teach us? - progress and circumstance - input variable - complex - signal - mutation

PART 7: Softw

are

discuss:In pairs of two for three minutes:

</end of digital>PART 8:

new models and practices

PART 8: </end of digital>

THE CHANGING CONTENT OF CAPITALISM«the specific kinds of business models and practices that create wealth in any given era»

MERCANTILE CAPITALISMVenetian merchants and Dutch traders

PROPRIETARY CAPITALISMFactory and workshops of the British Empire

MANAGERIAL CAPITALISMAmerican modelled mass consumption

DISTRIBUTED CAPITALISMApple, Alphebeth, Facebook, Amazon

2000 -190018001600-1700

PART 8: </end of digital>

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 link

PART 8: </end of digital>

DISTRIBUTED CAPITALISMCOMPANIES WHO OWN THE MEANS OF DISTRIBUTION OWN THE PIPELINE TO PEOPLE

WE NOW LIVE IN AN AGE OF

ALIBABA, WECHAT, KAKAO, LINE FACEBOOK, APPLE, AMAZON, GOOGLE

PART 8: </end of digital>

MASSSTANDARDIZATION

IDENTITYINDIVIDUALIZATION

THE WILLINGNESS TO PAY A PREMIUM IS CONNECTED TO IDENTITY INDIVIDUALIZATION UNLEASHES NEW MARKETS AND WEALTH

PART 8: </end of digital>

«The measure of a successful company is its ability to let its

customers and employees liberate it.»

- Helge Tennø -

PART 8: </end of digital>

PROTOTYPE

FLEXIBLE TECHNOLOGY AND SYSTEMSQ.: Which demands do we need to put on our technologies and systems?

KEYWORDS:- Flexible, agile and dynamic platforms- Rapid iterations and user testing- Individual services and experiences- Immediate, real-time and distributed data- Machine learning / AI for individualization- Capture all structured and unstructured customer data- Multiple solutions running at the same time

FUELING THE 21st CENTURY ORG.Q.: Where and how can we start to understand different circumstances and progress? Where can we learn the most for the least amount of time and money? How do we get to the first data point?

KEYWORDS:- Fast realtime feedback loops, smaller probes in parallel- Cluster on actual behavior- Direct contact between the decision makers and raw data. Without interpretative layers- Continuos learning and adaptability

RESPONSIVE ORGANIZATIONQ.: How do we organize to match the customers’ distributed networks?

KEYWORDS:- Decentralized teams and decision making- Information is open - not protected- Organize around customer problems- Immediate and continuos deployment

APPROACH / MINDSETQ.: How can we make better sense of the problems we face, how do we solve different problems?

KEYWORDS:- Adopt complex problem approach in addition to already established simple and complicated approach - Capture customer data to understand causality / problem- Strong opinions loosely held

Understand customers problems PROGRESS AND CIRCUMSTANCE 21st CENTURY VALUE

& REVENUE STREAMS

CANVAS FOR DISCUSSION: APPROACH / MINDSET, TECHNOLOGY, ORGANIZATION AND BUSINESS:

21st CENTURY

THIS MODEL IS JUST A THOUGHT EXPERIMENT. ANY FEEDBACK WOULD BE MUCH APPRECIATED.

EXPLANATION:This model is a suggested sense making 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.

SELF-ORGANIZE:

The model is not linear, it does not have a start or an end. The team uses the framework to inspire a discussion on the topic.

Q.: How can we better identify the different customer circumstances and aspiring progress?

Q.: What type of value should we measure and where do we find new revenue streams?

HELGETENNØJOKULL

180360720.NO | JOKULL.IO

WHAT NOW?

PART 8: </end of digital>

Helge Tennø | jokull.io Customer Strategy | Customer Insight

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