Reframing Requirements: A Strategic Approach to Requirement Definition, with ...
From customer hostility to customer centricity
1. Helge Tennø | jokull.io
Customer Strategy | Customer Insight
FROM CUSTOMER HOSTILITY
TO CUSTOMER CENTRICITY
THE FUTURE DEMANDS THAT WE REINVENT THE TECHNOLOGY OF MANAGEMENT WITH
CUSTOMERS AND TALENTED EMPLOYEES HOLDING THE KEYS
4. «PEOPLE HAVE CHANGED
MORE THAN THE BUSINESS
ORGANIZATIONS THEY
MUST DEPEND UPON FOR
CONSUMPTION AND FOR
EMPLOYMENT»- Shoshana Zuboff
link
PART1A:GrowingComplexity
6. Every century or so,
fundamental changes in the
nature of consumption create
new demand patterns that
existing enterprises can’t
meet.
- Shoshana Zuboff -
PART1A:GrowingComplexity
I
8. 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.).
PART1A:GrowingComplexity
I
11. PEOPLE ORGANIZE IN MULTIPLE
IMMEDIATE, DECENTRALIZED
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 become the
input variable.
PART1A:GrowingComplexity
III
13. .disorder
complex
complicated
simplechaotic
Cause and effect: understandable in
retrospect but do not repeat
Probe - sense - respond
Cause 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
MANAGING
UNDER
CONDITIONS
OF
UNCERTAINTY
Making sense of the
world so we can act in it
PART7:SoftwarePART1A:GrowingComplexity
III
15. «Companies get fixed on measuring
their solution, not the job they’re
being hired to help solve..»
- Des Traynor, CEO Intercom -
- https://blog.intercom.com/your-product-is-already-obsolete/
YOUR PRODUCT IS ALREADY OBSOLETE
PART 2
PART2A:Yourproductisalreadyobsolete
17. TECHNOLOGYDISTRIBUTION
CUSTOMER
VALUE
You start of by identifying the customer value you are going
to create, and then find the distribution and technology
customer strategy
PART2A:Yourproductisalreadyobsolete
19. 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
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
PART2A:Yourproductisalreadyobsolete
22. Companies are designed to
out!
customers
keep
VIA CHUCK COKER ON FLICKR.COM
link
PART3:Hardware
23. efficiency
COMPANIES CARE ABOUT
this harmonizes poorly with unpredictable customer who want nothing more then their own surplus
&
standardization
PART3:Hardware
26. The problem with top down is that
the solution space is limited by what
a few people at the top can think of.»
- Gary Hamel -
Gary Hamel is one of the world’s most influential and iconoclastic business thinkers. He has worked with leading companies across
the globe and is a dynamic and sought-after management speaker. Hamel has been on the faculty of the London Business School for
more than 30 years and is the director of the Management Innovation eXchange.
PART3:Hardware
27. 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.
PART3:Hardware
29. 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
PART3:Hardware
31. DESIGN / TEKST
DISTRIBUSJON /
INNHOLD
UTSENDELSE
ANALYSER
LÆRING
AUTONOMT TEAM SOM KAN GJØRE ALLE OPPGAVER OG TA ALLE
BESLUTNINGER KNYTTET TIL EN KUNDEOPPLEVELSE
KUNDERELASJONEN BESTÅR AV FLERE TEAM ANSVARLIG FOR SINE
EGNE INTERAKSJONER MED KUNDEN
KUNNSKAP OG
LÆRING UTVEKSLES
PÅ TVERS GJENNOM
FAGGRUPPER
LÆRING DISTRIBUERES
KONTINUERLIG TIL
ORGANISASJONEN
PART3:Hardware
33. «The measure of a
successful company is its
ability to let its customers
and talents liberate it.»
- Helge Tennø -
PART8:</endofdigital>PART3:Hardware