Keynote by Arne van Oosterom at the Interaction South America 2013 conference in Recife Brazil.
Text of Interaction South America 2013 / Arne van Oosterom
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
UK since 2011 USA since 2010 Spain since 2013 Netherlands since 2007 Germany since 2011 China since 2013 Israel since 2012 Singapore since 2012 Brazil since 2012 Chile since 2010 * Developing Established Partners Uruguay since 2013 Argentina since 2013 Australia 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 youll have to build a different organisation.
so thats me...
case-studies are only about outcomes and never about what realy happened...
You learn to DO stuff by... DOING stuff
anyway....
I dont 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
whats 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 ne print
opportunity 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.
A Hospital ... and not being empathetic
opportunity Developing truly human centered health services for people is an wide open and empty space
A Consumer Electronics Company And being so big, simply surviving takes up all your time and energy
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. opportunity
A Foodstuff Company and slowly poisoning your own customers
Developing small, local solutions by local teams, but globally connected by shared values and vision. opportunity
a Telco 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
So what is the problem?
What all these companies share: Silos make them inexible Risk-averse culture Employees feel powerless No shared values and vision KPIs and incentives are not customer centric Linear mindset Short-term thinking No real sense of urgency They are competing in a sea of sameness
What all these companies share: Silos make them inexible Risk-averse culture Employees feel powerless No shared values and vision KPIs and incentives are not customer centric Linear mindset Short-term thinking No real sense of urgency They are competing in a sea of sameness
What all these companies share: Silos make them inexible Risk-averse culture Employees feel powerless No shared values and vision KPIs and incentives are not customer centric Linear mindset Short-term thinking No real sense of urgency They are competing in a sea of sameness
What all these companies share: Silos make them inexible Risk-averse culture Employees feel powerless No shared values and vision KPIs and incentives are not customer centric Linear mindset Short-term thinking No real sense of urgency They are competing in a sea of sameness
What all these companies share: Silos make them inexible Risk-averse culture Employees feel powerless No shared values and vision KPIs and incentives are not customer centric Linear mindset Short-term thinking No real sense of urgency They are competing in a sea of sameness
What all these companies share: Silos make them inexible Risk-averse culture Employees feel powerless No shared values and vision KPIs and incentives are not customer centric Linear mindset Short-term thinking No real sense of urgency They are competing in a sea of sameness
What all these companies share: Silos make them inexible Risk-averse culture Employees feel powerless No shared values and vision KPIs and incentives are not customer centric Linear mindset Short-term thinking No real sense of urgency They are competing in a sea of sameness
What all these companies share: Silos make them inexible Risk-averse culture Employees feel powerless No shared values and vision KPIs and incentives are not customer centric Linear mindset Short-term thinking No real sense of urgency They are competing in a sea of sameness
What all these companies share: Silos make them inexible Risk-averse culture Employees feel powerless No shared values and vision KPIs and incentives are not customer centric Linear and short-term mindset Short-term thinking No real sense of urgency They are competing in a sea of sameness
