Interaction South America 2013 / Arne van Oosterom

  • View
    3.711

  • Download
    2

Embed Size (px)

DESCRIPTION

Keynote by Arne van Oosterom at the Interaction South America 2013 conference in Recife Brazil.

Transcript

  • 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
  • We have an opportunity to make a real change.
  • How can you make a difference?
  • By challenging ourselves
  • Not sticking to our mistakes
  • Questioning ours