Digital 2013, John Oswald, Fjord
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Digital opportunities, Digital Mindsets: How to get valuable services to market
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Digital 2013, John Oswald, Fjord
- 1. Slide 1 „DIGITAL‟WON‟TCHANGETHEWORLD BUTYOURSERVICEJUSTMIGHT… John Oswald 25 April 2013 @Guehenno @Fjord
- 3. Fjord is a Service Design Consultancy We ship meaningful and desirable experiences
- 4. Slide 4
- 7. That was a bit obvious….
- 11. Games
- 12. Ryoji Ikeda NO-ONEKNOWSWHATDIGITALIS (BUT WE KNOW WHEN IT‟S DONE BADLY…)
- 13. Slide 13 I‟d rather eat you
- 14. Slide 14
- 15. Slide 15 Lots of ideas mired in joint venture inertia
- 17. Slide 17 Tom Scott: Google Glasses: a new way to hurt yourself Google glasses…
- 18. “Sticking feathers up your butt does not make you a chicken” - Alex Payne, What Is and Is Not a Technology Company
- 19. Ryoji Ikeda NO-ONEKNOWSWHATDIGITALIS (BUT WE KNOW WHEN IT‟S DONE REALLY WELL)
- 20. Simplicity no matter where you are
- 24. Online in the real world…
- 27. Or just something beautiful and intriguing
- 30. Ryoji Ikeda DIGITALISANON-SEQUITUR (IT‟S THE SERVICE THAT STICKS)
- 31. The question is not about creating compelling digital services, it‟s about creating services.
- 32. Remember, a lot of people still start here…
- 33. Alex Osterwalder has helped us see differently
- 34. But we have to remember who we‟re doing this for
- 38. HOW WOULD YOU BUILD IT? CONCEPT WHAT COULD GO WRONG? INPUT IMPACT
- 39. INPUT > IDEA > SOCIETY MONEY RELATIONSHIPS OFFSHOOTS COSTS
- 40. Be insightful Be creative Make it real Work smarter Make a difference
- 42. David Morton (Flickr) This metaphor works on many levels…
- 44. AGILE
- 45. FRAGILE
- 48. Patrick Roupin (Flickr) They‟re waiting, but not for long
- 49. = Unintended consequences = Confusion Sole focus here Focus on many areas at once
- 50. Ash Maurya: 3 rules to actionable metrics in a Lean Startup
- 51. You‟ve no idea just how shocking this diagram is…
- 52. Special experiences require special teams
- 53. Special experiences require special teams
- 54. Special experiences require special teams
- 56. Slide 56 Rule 1 Human experiences resonate loudest Rule 2 Simple solutions last longer Rule 3 To thine own principles be true Rule 4 Innovation doesn’t just mean creativity Rule 5 Tangential pragmatism Rule 6 Measure, iterate, improve Rule 7 Great services need great teams to build them
- 57. Slide 57 Rule 1 Human experiences resonate loudest Rule 2 Simple solutions last longer Rule 3 To thine own principles be true Rule 4 Innovation doesn’t just mean creativity Rule 5 Tangential pragmatism Rule 6 Measure, iterate, improve Rule 7 Great services need great teams to build them
- 58. Slide 58 Rule 1 Human experiences resonate loudest Rule 2 Simple solutions last longer Rule 3 To thine own principles be true Rule 4 Innovation doesn’t just mean creativity Rule 5 Tangential pragmatism Rule 6 Measure, iterate, improve Rule 7 Great services need great teams to build them
- 59. Slide 59 Rule 1 Human experiences resonate loudest Rule 2 Simple solutions last longer Rule 3 To thine own principles be true Rule 4 Innovation doesn’t just mean creativity Rule 5 Tangential pragmatism Rule 6 Measure, iterate, improve Rule 7 Great services need great teams to build them
- 60. Slide 60 Rule 1 Human experiences resonate loudest Rule 2 Simple solutions last longer Rule 3 To thine own principles be true Rule 4 Innovation doesn’t just mean creativity Rule 5 Tangential pragmatism Rule 6 Measure, iterate, improve Rule 7 Great services need great teams to build them
- 61. Slide 61 Rule 1 Human experiences resonate loudest Rule 2 Simple solutions last longer Rule 3 To thine own principles be true Rule 4 Innovation doesn’t just mean creativity Rule 5 Tangential pragmatism Rule 6 Measure, iterate, improve Rule 7 Great services need great teams to build them
- 62. Slide 62 Rule 1 Human experiences resonate loudest Rule 2 Simple solutions last longer Rule 3 To thine own principles be true Rule 4 Innovation doesn’t just mean creativity Rule 5 Tangential pragmatism Rule 6 Measure, iterate, improve Rule 7 Great services need great teams to build them
- 63. Slide 63 © Fjord 2012 | Confidential Thanks THANK-YOU! Image credits: 3,5,12,30,41,47,55,63: Various - Rjoji Ikeda 13: QR Apple - Rob Le Quesne 16: Wallet hell - Matti Keltanen 35: Context – Scott Ewings, Dom Quigley 42: Rollercoaster – David Morton 48: Patrick Roupin 50: Ash Maurya 52-4: Dom Quigley
Notas do Editor
- Digital of course can mean interactive digital campaigns. Heineken’s latest involves LED lights and sound/motion activation sensors. Light up with the beat of the music, when people say cheers. Etc etc.
- Digital of course can mean interactive digital campaigns. Heineken’s latest involves LED lights and sound/motion activation sensors. Light up with the beat of the music, when people say cheers. Etc etc.
- Digital can mean apps.
- Digital can mean social.
- Digital can mean games.
- Not only is this a very strange idea, but it leaves sticky marks on the apple, that you just want to eat…
- Just because it makes me chuckle. Kind of says it all really
- Here’s We’ve, a JV between EE, Telefonica UK and Vodafone UK to accelerate mobile marketing and wallet services. By the time the legal framework is drawn up, I guess we might be getting somewhere…
- Lots of digital payment solutions on one slide. Just goes to show…
- Google glasses. The image is obviously not from Google, it’s Tom Scott, in a very funny imagination of how the future might be wearing glasses and trying to focus your eyes on 3 cm in front of you, as well as whatever is actually in front of you
- Crude statement. What I mean is trying to do something digital that makes business sense, is innovative, is fun, doesn’t mean it’s going to be a compelling or even useful digital service. Sometimes digital is very definitely NOT the answer
- But when it is, we know when it works
- Many retailers allow customers to return online purchases to brick-and-mortar locations. This combines the convenience of buying online without the inconvenience of having to go to the post office for returns.
- Many retailers allow customers to return online purchases to brick-and-mortar locations. This combines the convenience of buying online without the inconvenience of having to go to the post office for returns.
- Some retailers, including the UK-based chain All Saints, offer an in-store kiosk (or in All Saints, iPad) where customers can order articles that aren’t in stock at that location from their online store. This takes advantage of the customer’s in-store urge to buy, and is far more immediate and effective than sending them to another location to make their purchase. It also introduces brick-and-mortar customers to the online property.
- PayPal Here, Sail and Square take online payment methods into the brick and mortar world (more on this later).A street market vendor can suddenly be equal to a high street brand like Topshop – access to affordable payment infrastructure enables the quality conversation to dominate, rather than the power lent by superior infrastructure and presence.
- Pursuit of independent career paths and more fulfilling roles, people are turning to entrepreneurship to satisfy their professional needsConsumers want real, genuine and authentic interactions – reacting to the increase in technologySmall scale, finding new means of money – making, selling and raising funds - Etsy, Folksy, KickstarterMake money from what you have, - airbnb (rent your home)whipcar (rent your car)park at my house (rent parking space) Camp in my garden (rent your garden to campers) Monday to Friday (rent out your spare room) New attitudes toward work and taking the initiative to establish businesses as much to express their creative impulses as to make money . 75% of 20 – 30 year olds want to be entrepreneurs (according to BVA, French polling institute, 2010). Implications to Barclays
- Nike + to the power 11
- Nike + to the power 11
- Nike + to the power 11
- What makes these things good is the service thinking that has gone into them
- VelocityBut can’t forget our principles, and our need to think about the HumanWorks on many levels this one – every ride is different, but broadly the same. Or it’s all ups and downs. Or it’s just terrifying
- VelocityBut can’t forget our principles, and our need to think about the Human
- Easy to say, hard to do, but Ries has reminder us that prototypes don’t need to have amazing Uis or clever tech, they can be paper, even face to face interactions
- Getting it in people’s hands is where things need to be
- And how do we make them profitable? Well, start with the end in mind. But be smart about it
- And how do we make them profitable? Well, start with the end in mind. But be smart about it
- This is controversial because it’s a large corporate that I’m working with. When was the last time you saw a large company talk about pivoting or innovating in a product roadmap? Amazing
- Even more importantly there should be true collaboration between engineers, product owners, business and design through which decisions are based on data and not opinions.To create humane digital services that engage their users and "touch" people, you need to combine creative vision with technical prowess, backed up by business rationale. This requires a group of people working together that bring a diverse but complementary range of skills to the table: storytelling, business analysis, technical strategy, design (interaction and visual), user research, and psychology, among others.
- Even more importantly there should be true collaboration between engineers, product owners, business and design through which decisions are based on data and not opinions.To create humane digital services that engage their users and "touch" people, you need to combine creative vision with technical prowess, backed up by business rationale. This requires a group of people working together that bring a diverse but complementary range of skills to the table: storytelling, business analysis, technical strategy, design (interaction and visual), user research, and psychology, among others.
- Even more importantly there should be true collaboration between engineers, product owners, business and design through which decisions are based on data and not opinions.To create humane digital services that engage their users and "touch" people, you need to combine creative vision with technical prowess, backed up by business rationale. This requires a group of people working together that bring a diverse but complementary range of skills to the table: storytelling, business analysis, technical strategy, design (interaction and visual), user research, and psychology, among others.