SlideShare uma empresa Scribd logo
1 de 33
Baixar para ler offline
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
From customer hostility to customer centricity
.growing complexity
PART 1
PART1A:GrowingComplexity
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
PART1A:GrowingComplexity
PART1A:GrowingComplexity
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
PART1A:GrowingComplexity
I
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
PART1A:GrowingComplexity
II
PART1A:GrowingComplexity
link
II
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
PART1A:GrowingComplexity
III
.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
PART1A:GrowingComplexity
link
III
«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
PART2A:Yourproductisalreadyobsolete
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
PART2A:Yourproductisalreadyobsolete
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
PART 3
.hardware
PART3:Hardware
What are we organized to accomplish?
PART3:Hardware
link
Companies are designed to
out!
customers
keep
VIA CHUCK COKER ON FLICKR.COM
link
PART3:Hardware
efficiency
COMPANIES CARE ABOUT
this harmonizes poorly with unpredictable customer who want nothing more then their own surplus
&
standardization
PART3:Hardware
PART3:Hardware
link
PART3:Hardware
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
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
PART3:Hardware
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
PART3:Hardware
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
PART3:Hardware
link
«The measure of a
successful company is its
ability to let its customers
and talents liberate it.»
- Helge Tennø -
PART8:</endofdigital>PART3:Hardware

Mais conteúdo relacionado

Mais procurados

How technology and business is changing communication
How technology and business is changing communicationHow technology and business is changing communication
How technology and business is changing communicationHelge Tennø
 
The End of Shareholder Capitalism / The Beginning of Customer Capitalism
The End of Shareholder Capitalism / The Beginning of Customer CapitalismThe End of Shareholder Capitalism / The Beginning of Customer Capitalism
The End of Shareholder Capitalism / The Beginning of Customer CapitalismHelge Tennø
 
The Next Generation Content Is The Product
The Next Generation Content Is The ProductThe Next Generation Content Is The Product
The Next Generation Content Is The ProductHelge Tennø
 
Customer As Strategy
Customer As StrategyCustomer As Strategy
Customer As StrategyHelge Tennø
 
Change - tools and ideas to meet the future
Change - tools and ideas to meet the futureChange - tools and ideas to meet the future
Change - tools and ideas to meet the futureHelge Tennø
 
Firstimpression, Marketing, Brand and Participants
Firstimpression, Marketing, Brand and ParticipantsFirstimpression, Marketing, Brand and Participants
Firstimpression, Marketing, Brand and ParticipantsHelge Tennø
 
Content Marketing = Brand New Marketing?
Content Marketing = Brand New Marketing?Content Marketing = Brand New Marketing?
Content Marketing = Brand New Marketing?Helge Tennø
 
Hr review uk special-2013-recruitment
Hr review uk special-2013-recruitmentHr review uk special-2013-recruitment
Hr review uk special-2013-recruitmentDave Mendoza
 
Enterprise 2.0 - A new Age of Aquarius?
Enterprise 2.0 - A new Age of Aquarius?Enterprise 2.0 - A new Age of Aquarius?
Enterprise 2.0 - A new Age of Aquarius?Stephen Collins
 
Relationship Economics: How to improve employee and customer relationships wi...
Relationship Economics: How to improve employee and customer relationships wi...Relationship Economics: How to improve employee and customer relationships wi...
Relationship Economics: How to improve employee and customer relationships wi...Brian Solis
 
Management's Second Curve
Management's Second Curve Management's Second Curve
Management's Second Curve Richard Straub
 
IBM Introduction to Social Business
IBM Introduction to Social BusinessIBM Introduction to Social Business
IBM Introduction to Social Businessadigaskell
 
Making the Shift to the Next-Generation Enterprise
Making the Shift to the Next-Generation EnterpriseMaking the Shift to the Next-Generation Enterprise
Making the Shift to the Next-Generation EnterpriseCognizant
 
12 Disruptive Technologies
12 Disruptive Technologies12 Disruptive Technologies
12 Disruptive Technologiesadigaskell
 
Women In Procurement - Equality Opportunity Means Equal Pay
Women In Procurement - Equality Opportunity Means Equal PayWomen In Procurement - Equality Opportunity Means Equal Pay
Women In Procurement - Equality Opportunity Means Equal PayJon Hansen
 
HCO: Human-Centred Organisations ESP
HCO: Human-Centred Organisations ESPHCO: Human-Centred Organisations ESP
HCO: Human-Centred Organisations ESPGood Rebels
 
[Salterbaxter Directions] Human Rights - The Time is Now
[Salterbaxter Directions] Human Rights - The Time is Now[Salterbaxter Directions] Human Rights - The Time is Now
[Salterbaxter Directions] Human Rights - The Time is NowMSL
 
Connecting the Edges
Connecting the EdgesConnecting the Edges
Connecting the Edgesadigaskell
 
Socially Intelligent Business
Socially Intelligent BusinessSocially Intelligent Business
Socially Intelligent BusinessPulsar Platform
 

Mais procurados (20)

How technology and business is changing communication
How technology and business is changing communicationHow technology and business is changing communication
How technology and business is changing communication
 
The End of Shareholder Capitalism / The Beginning of Customer Capitalism
The End of Shareholder Capitalism / The Beginning of Customer CapitalismThe End of Shareholder Capitalism / The Beginning of Customer Capitalism
The End of Shareholder Capitalism / The Beginning of Customer Capitalism
 
The Next Generation Content Is The Product
The Next Generation Content Is The ProductThe Next Generation Content Is The Product
The Next Generation Content Is The Product
 
Customer As Strategy
Customer As StrategyCustomer As Strategy
Customer As Strategy
 
Change - tools and ideas to meet the future
Change - tools and ideas to meet the futureChange - tools and ideas to meet the future
Change - tools and ideas to meet the future
 
Firstimpression, Marketing, Brand and Participants
Firstimpression, Marketing, Brand and ParticipantsFirstimpression, Marketing, Brand and Participants
Firstimpression, Marketing, Brand and Participants
 
Content Marketing = Brand New Marketing?
Content Marketing = Brand New Marketing?Content Marketing = Brand New Marketing?
Content Marketing = Brand New Marketing?
 
We need change
We need changeWe need change
We need change
 
Hr review uk special-2013-recruitment
Hr review uk special-2013-recruitmentHr review uk special-2013-recruitment
Hr review uk special-2013-recruitment
 
Enterprise 2.0 - A new Age of Aquarius?
Enterprise 2.0 - A new Age of Aquarius?Enterprise 2.0 - A new Age of Aquarius?
Enterprise 2.0 - A new Age of Aquarius?
 
Relationship Economics: How to improve employee and customer relationships wi...
Relationship Economics: How to improve employee and customer relationships wi...Relationship Economics: How to improve employee and customer relationships wi...
Relationship Economics: How to improve employee and customer relationships wi...
 
Management's Second Curve
Management's Second Curve Management's Second Curve
Management's Second Curve
 
IBM Introduction to Social Business
IBM Introduction to Social BusinessIBM Introduction to Social Business
IBM Introduction to Social Business
 
Making the Shift to the Next-Generation Enterprise
Making the Shift to the Next-Generation EnterpriseMaking the Shift to the Next-Generation Enterprise
Making the Shift to the Next-Generation Enterprise
 
12 Disruptive Technologies
12 Disruptive Technologies12 Disruptive Technologies
12 Disruptive Technologies
 
Women In Procurement - Equality Opportunity Means Equal Pay
Women In Procurement - Equality Opportunity Means Equal PayWomen In Procurement - Equality Opportunity Means Equal Pay
Women In Procurement - Equality Opportunity Means Equal Pay
 
HCO: Human-Centred Organisations ESP
HCO: Human-Centred Organisations ESPHCO: Human-Centred Organisations ESP
HCO: Human-Centred Organisations ESP
 
[Salterbaxter Directions] Human Rights - The Time is Now
[Salterbaxter Directions] Human Rights - The Time is Now[Salterbaxter Directions] Human Rights - The Time is Now
[Salterbaxter Directions] Human Rights - The Time is Now
 
Connecting the Edges
Connecting the EdgesConnecting the Edges
Connecting the Edges
 
Socially Intelligent Business
Socially Intelligent BusinessSocially Intelligent Business
Socially Intelligent Business
 

Destaque

Technology Will Disrupt - Why, What and How?
Technology Will Disrupt - Why, What and How?Technology Will Disrupt - Why, What and How?
Technology Will Disrupt - Why, What and How?Helge Tennø
 
ÖH FH Oberösterreich Sponsoring Netzwerk 2012
ÖH FH Oberösterreich Sponsoring Netzwerk 2012ÖH FH Oberösterreich Sponsoring Netzwerk 2012
ÖH FH Oberösterreich Sponsoring Netzwerk 2012Florian Maderebner
 
Big Content Inspiration For Your Small Business
Big Content Inspiration For Your Small BusinessBig Content Inspiration For Your Small Business
Big Content Inspiration For Your Small BusinessGerry Moran
 
The Outcome Economy
The Outcome EconomyThe Outcome Economy
The Outcome EconomyHelge Tennø
 
SXSW 2016 takeaways
SXSW 2016 takeawaysSXSW 2016 takeaways
SXSW 2016 takeawaysHavas
 
We Are Running Our Organizations on Old Data
We Are Running Our Organizations on Old DataWe Are Running Our Organizations on Old Data
We Are Running Our Organizations on Old DataHelge Tennø
 
Consumer 2020
Consumer 2020Consumer 2020
Consumer 2020PSFK
 
Customer centricity: still in its infancy?
Customer centricity: still in its infancy?Customer centricity: still in its infancy?
Customer centricity: still in its infancy?InSites on Stage
 
Customer centricity across the digital landscape: Models and best in class ex...
Customer centricity across the digital landscape: Models and best in class ex...Customer centricity across the digital landscape: Models and best in class ex...
Customer centricity across the digital landscape: Models and best in class ex...YVON MOYSAN
 
Live Webinar: Insights2020 Readout | Driving Growth Through Customer Centricity
Live Webinar: Insights2020 Readout | Driving Growth Through Customer CentricityLive Webinar: Insights2020 Readout | Driving Growth Through Customer Centricity
Live Webinar: Insights2020 Readout | Driving Growth Through Customer CentricityLinkedIn
 
Digital Dialog Insights 2017 - Customer Centricity
Digital Dialog Insights 2017 - Customer CentricityDigital Dialog Insights 2017 - Customer Centricity
Digital Dialog Insights 2017 - Customer CentricityJürgen Seitz
 
Delivering on the Promise of Customer-Centricity - Precima & US Foods at FMI ...
Delivering on the Promise of Customer-Centricity - Precima & US Foods at FMI ...Delivering on the Promise of Customer-Centricity - Precima & US Foods at FMI ...
Delivering on the Promise of Customer-Centricity - Precima & US Foods at FMI ...Graeme McVie
 
Customer centric for telecom industry
Customer centric for telecom industryCustomer centric for telecom industry
Customer centric for telecom industrychhavi narayan
 
So you want to be customer centric?
So you want to be customer centric?So you want to be customer centric?
So you want to be customer centric?Alain Thys
 
Customer centricity
Customer centricityCustomer centricity
Customer centricityAkash Amal
 
Predictive Analytics in Telecommunication
Predictive Analytics in TelecommunicationPredictive Analytics in Telecommunication
Predictive Analytics in TelecommunicationRising Media Ltd.
 
Customer centric in a digital world
Customer centric in a digital worldCustomer centric in a digital world
Customer centric in a digital worldSteven Van Belleghem
 

Destaque (19)

Technology Will Disrupt - Why, What and How?
Technology Will Disrupt - Why, What and How?Technology Will Disrupt - Why, What and How?
Technology Will Disrupt - Why, What and How?
 
ÖH FH Oberösterreich Sponsoring Netzwerk 2012
ÖH FH Oberösterreich Sponsoring Netzwerk 2012ÖH FH Oberösterreich Sponsoring Netzwerk 2012
ÖH FH Oberösterreich Sponsoring Netzwerk 2012
 
Big Content Inspiration For Your Small Business
Big Content Inspiration For Your Small BusinessBig Content Inspiration For Your Small Business
Big Content Inspiration For Your Small Business
 
The Outcome Economy
The Outcome EconomyThe Outcome Economy
The Outcome Economy
 
SXSW 2016 takeaways
SXSW 2016 takeawaysSXSW 2016 takeaways
SXSW 2016 takeaways
 
We Are Running Our Organizations on Old Data
We Are Running Our Organizations on Old DataWe Are Running Our Organizations on Old Data
We Are Running Our Organizations on Old Data
 
Consumer 2020
Consumer 2020Consumer 2020
Consumer 2020
 
Customer centricity: still in its infancy?
Customer centricity: still in its infancy?Customer centricity: still in its infancy?
Customer centricity: still in its infancy?
 
Customer centricity across the digital landscape: Models and best in class ex...
Customer centricity across the digital landscape: Models and best in class ex...Customer centricity across the digital landscape: Models and best in class ex...
Customer centricity across the digital landscape: Models and best in class ex...
 
Live Webinar: Insights2020 Readout | Driving Growth Through Customer Centricity
Live Webinar: Insights2020 Readout | Driving Growth Through Customer CentricityLive Webinar: Insights2020 Readout | Driving Growth Through Customer Centricity
Live Webinar: Insights2020 Readout | Driving Growth Through Customer Centricity
 
Creating a Strong Consumer Experience: 6 Keys to Retail Success
Creating a Strong Consumer Experience: 6 Keys to Retail SuccessCreating a Strong Consumer Experience: 6 Keys to Retail Success
Creating a Strong Consumer Experience: 6 Keys to Retail Success
 
Digital Dialog Insights 2017 - Customer Centricity
Digital Dialog Insights 2017 - Customer CentricityDigital Dialog Insights 2017 - Customer Centricity
Digital Dialog Insights 2017 - Customer Centricity
 
Delivering on the Promise of Customer-Centricity - Precima & US Foods at FMI ...
Delivering on the Promise of Customer-Centricity - Precima & US Foods at FMI ...Delivering on the Promise of Customer-Centricity - Precima & US Foods at FMI ...
Delivering on the Promise of Customer-Centricity - Precima & US Foods at FMI ...
 
Customer centric for telecom industry
Customer centric for telecom industryCustomer centric for telecom industry
Customer centric for telecom industry
 
So you want to be customer centric?
So you want to be customer centric?So you want to be customer centric?
So you want to be customer centric?
 
Customer centricity
Customer centricityCustomer centricity
Customer centricity
 
Customer Centricity
Customer CentricityCustomer Centricity
Customer Centricity
 
Predictive Analytics in Telecommunication
Predictive Analytics in TelecommunicationPredictive Analytics in Telecommunication
Predictive Analytics in Telecommunication
 
Customer centric in a digital world
Customer centric in a digital worldCustomer centric in a digital world
Customer centric in a digital world
 

Semelhante a From customer hostility to customer centricity

ACMPaperFinalDraft.docx (5)
ACMPaperFinalDraft.docx (5)ACMPaperFinalDraft.docx (5)
ACMPaperFinalDraft.docx (5)scomes
 
Change toolsandideastomeetthefuture-140326151910-phpapp01
Change toolsandideastomeetthefuture-140326151910-phpapp01Change toolsandideastomeetthefuture-140326151910-phpapp01
Change toolsandideastomeetthefuture-140326151910-phpapp01Courtney Haley
 
Cloud computing and impact on the business
Cloud computing and impact on the businessCloud computing and impact on the business
Cloud computing and impact on the businessJuvénal CHOKOGOUE
 
CWIN17 New-York / Navigating the age of digital disruption
CWIN17 New-York / Navigating the age of digital disruptionCWIN17 New-York / Navigating the age of digital disruption
CWIN17 New-York / Navigating the age of digital disruptionCapgemini
 
TRENDS & FORCES THAT ARE SHAPING MARKET SPACES & IMPACTING SHAREHOLDERS
TRENDS & FORCES THAT ARE SHAPING MARKET SPACES & IMPACTING SHAREHOLDERSTRENDS & FORCES THAT ARE SHAPING MARKET SPACES & IMPACTING SHAREHOLDERS
TRENDS & FORCES THAT ARE SHAPING MARKET SPACES & IMPACTING SHAREHOLDERSShanmugBhanu
 
Reinventing Your Organization for the Networked Era
Reinventing Your Organization for the Networked EraReinventing Your Organization for the Networked Era
Reinventing Your Organization for the Networked EraLes Martel, Ph.D
 
Digital strategy during coronavirus crisis
Digital strategy during coronavirus crisisDigital strategy during coronavirus crisis
Digital strategy during coronavirus crisisAgileTech Vietnam
 
People — Not Just Machines — Will Power Digital Innovation
People — Not Just Machines — Will Power Digital InnovationPeople — Not Just Machines — Will Power Digital Innovation
People — Not Just Machines — Will Power Digital InnovationCognizant
 
A Digital Workplace for the Flexible Workforce
A Digital Workplace for the Flexible WorkforceA Digital Workplace for the Flexible Workforce
A Digital Workplace for the Flexible WorkforceBMC_DSM
 
Demystifying marketing-clouds
Demystifying marketing-cloudsDemystifying marketing-clouds
Demystifying marketing-cloudsDemandFarm
 
New Age of Ecosystems Exec Report
New Age of Ecosystems Exec ReportNew Age of Ecosystems Exec Report
New Age of Ecosystems Exec ReportCharles Quincy
 
Transforming workplaces and workspaces
Transforming workplaces and workspacesTransforming workplaces and workspaces
Transforming workplaces and workspacesPaul Chaplin
 
Digital disruptors - Models of digital operations
Digital disruptors - Models of digital operationsDigital disruptors - Models of digital operations
Digital disruptors - Models of digital operationsEricsson
 
Metalayer now Colayer - Part 1/3 - full Presentation
Metalayer now Colayer - Part 1/3 - full PresentationMetalayer now Colayer - Part 1/3 - full Presentation
Metalayer now Colayer - Part 1/3 - full PresentationMarkus Hegi
 
Digital projects by Cesar Jabr
Digital projects by Cesar JabrDigital projects by Cesar Jabr
Digital projects by Cesar JabrPMILebanonChapter
 
DU Press - Minimum Viable Transformation
DU Press - Minimum Viable TransformationDU Press - Minimum Viable Transformation
DU Press - Minimum Viable TransformationJacob Bruun-Jensen
 

Semelhante a From customer hostility to customer centricity (20)

ACMPaperFinalDraft.docx (5)
ACMPaperFinalDraft.docx (5)ACMPaperFinalDraft.docx (5)
ACMPaperFinalDraft.docx (5)
 
Change toolsandideastomeetthefuture-140326151910-phpapp01
Change toolsandideastomeetthefuture-140326151910-phpapp01Change toolsandideastomeetthefuture-140326151910-phpapp01
Change toolsandideastomeetthefuture-140326151910-phpapp01
 
Deep dive optimising resources
Deep dive optimising resourcesDeep dive optimising resources
Deep dive optimising resources
 
Cloud computing and impact on the business
Cloud computing and impact on the businessCloud computing and impact on the business
Cloud computing and impact on the business
 
CWIN17 New-York / Navigating the age of digital disruption
CWIN17 New-York / Navigating the age of digital disruptionCWIN17 New-York / Navigating the age of digital disruption
CWIN17 New-York / Navigating the age of digital disruption
 
TRENDS & FORCES THAT ARE SHAPING MARKET SPACES & IMPACTING SHAREHOLDERS
TRENDS & FORCES THAT ARE SHAPING MARKET SPACES & IMPACTING SHAREHOLDERSTRENDS & FORCES THAT ARE SHAPING MARKET SPACES & IMPACTING SHAREHOLDERS
TRENDS & FORCES THAT ARE SHAPING MARKET SPACES & IMPACTING SHAREHOLDERS
 
201605 R&P on Digitization
201605 R&P on Digitization201605 R&P on Digitization
201605 R&P on Digitization
 
Reinventing Your Organization for the Networked Era
Reinventing Your Organization for the Networked EraReinventing Your Organization for the Networked Era
Reinventing Your Organization for the Networked Era
 
Digital strategy during coronavirus crisis
Digital strategy during coronavirus crisisDigital strategy during coronavirus crisis
Digital strategy during coronavirus crisis
 
People — Not Just Machines — Will Power Digital Innovation
People — Not Just Machines — Will Power Digital InnovationPeople — Not Just Machines — Will Power Digital Innovation
People — Not Just Machines — Will Power Digital Innovation
 
A Digital Workplace for the Flexible Workforce
A Digital Workplace for the Flexible WorkforceA Digital Workplace for the Flexible Workforce
A Digital Workplace for the Flexible Workforce
 
Demystifying marketing-clouds
Demystifying marketing-cloudsDemystifying marketing-clouds
Demystifying marketing-clouds
 
New Age of Ecosystems Exec Report
New Age of Ecosystems Exec ReportNew Age of Ecosystems Exec Report
New Age of Ecosystems Exec Report
 
Transforming workplaces and workspaces
Transforming workplaces and workspacesTransforming workplaces and workspaces
Transforming workplaces and workspaces
 
Digital disruptors - Models of digital operations
Digital disruptors - Models of digital operationsDigital disruptors - Models of digital operations
Digital disruptors - Models of digital operations
 
Metalayer now Colayer - Part 1/3 - full Presentation
Metalayer now Colayer - Part 1/3 - full PresentationMetalayer now Colayer - Part 1/3 - full Presentation
Metalayer now Colayer - Part 1/3 - full Presentation
 
Digital projects by Cesar Jabr
Digital projects by Cesar JabrDigital projects by Cesar Jabr
Digital projects by Cesar Jabr
 
cx_paradigm_5
cx_paradigm_5cx_paradigm_5
cx_paradigm_5
 
DU Press - Minimum Viable Transformation
DU Press - Minimum Viable TransformationDU Press - Minimum Viable Transformation
DU Press - Minimum Viable Transformation
 
Designing Digital
Designing DigitalDesigning Digital
Designing Digital
 

Mais de Helge Tennø

Business experimentation
Business experimentationBusiness experimentation
Business experimentationHelge Tennø
 
Grow your thinking
Grow your thinkingGrow your thinking
Grow your thinkingHelge Tennø
 
Companies are designed to keep customers out
Companies are designed to keep customers outCompanies are designed to keep customers out
Companies are designed to keep customers outHelge Tennø
 
In the end, the best customer experience wins, no matter who makes it - v.2
In the end, the best customer experience wins, no matter who makes it - v.2In the end, the best customer experience wins, no matter who makes it - v.2
In the end, the best customer experience wins, no matter who makes it - v.2Helge Tennø
 
Successful innovators don't care about innovating
Successful innovators don't care about innovatingSuccessful innovators don't care about innovating
Successful innovators don't care about innovatingHelge Tennø
 
Five Customer Gaps
Five Customer GapsFive Customer Gaps
Five Customer GapsHelge Tennø
 
Fagmøte om Omni-Channel Marketing - Agenda
Fagmøte om Omni-Channel Marketing - AgendaFagmøte om Omni-Channel Marketing - Agenda
Fagmøte om Omni-Channel Marketing - AgendaHelge Tennø
 
The Customer Job To Be Done Canvas - Prototype
The Customer Job To Be Done Canvas - PrototypeThe Customer Job To Be Done Canvas - Prototype
The Customer Job To Be Done Canvas - PrototypeHelge Tennø
 
How do we measure the value of social media?
How do we measure the value of social media?How do we measure the value of social media?
How do we measure the value of social media?Helge Tennø
 
New Demand Patterns - How customers are changing the landscape of communicati...
New Demand Patterns - How customers are changing the landscape of communicati...New Demand Patterns - How customers are changing the landscape of communicati...
New Demand Patterns - How customers are changing the landscape of communicati...Helge Tennø
 
The current change in communication investments
The current change in communication investmentsThe current change in communication investments
The current change in communication investmentsHelge Tennø
 
Business culture is changing, and so will technology, design and communication
Business culture is changing, and so will technology, design and communicationBusiness culture is changing, and so will technology, design and communication
Business culture is changing, and so will technology, design and communicationHelge Tennø
 

Mais de Helge Tennø (14)

Business experimentation
Business experimentationBusiness experimentation
Business experimentation
 
Grow your thinking
Grow your thinkingGrow your thinking
Grow your thinking
 
Companies are designed to keep customers out
Companies are designed to keep customers outCompanies are designed to keep customers out
Companies are designed to keep customers out
 
In the end, the best customer experience wins, no matter who makes it - v.2
In the end, the best customer experience wins, no matter who makes it - v.2In the end, the best customer experience wins, no matter who makes it - v.2
In the end, the best customer experience wins, no matter who makes it - v.2
 
Successful innovators don't care about innovating
Successful innovators don't care about innovatingSuccessful innovators don't care about innovating
Successful innovators don't care about innovating
 
Five Customer Gaps
Five Customer GapsFive Customer Gaps
Five Customer Gaps
 
Fagmøte om Omni-Channel Marketing - Agenda
Fagmøte om Omni-Channel Marketing - AgendaFagmøte om Omni-Channel Marketing - Agenda
Fagmøte om Omni-Channel Marketing - Agenda
 
The customer gap
The customer gapThe customer gap
The customer gap
 
The Customer Job To Be Done Canvas - Prototype
The Customer Job To Be Done Canvas - PrototypeThe Customer Job To Be Done Canvas - Prototype
The Customer Job To Be Done Canvas - Prototype
 
How do we measure the value of social media?
How do we measure the value of social media?How do we measure the value of social media?
How do we measure the value of social media?
 
New Demand Patterns - How customers are changing the landscape of communicati...
New Demand Patterns - How customers are changing the landscape of communicati...New Demand Patterns - How customers are changing the landscape of communicati...
New Demand Patterns - How customers are changing the landscape of communicati...
 
The current change in communication investments
The current change in communication investmentsThe current change in communication investments
The current change in communication investments
 
Ignite us
Ignite usIgnite us
Ignite us
 
Business culture is changing, and so will technology, design and communication
Business culture is changing, and so will technology, design and communicationBusiness culture is changing, and so will technology, design and communication
Business culture is changing, and so will technology, design and communication
 

Último

NVIDIA's overall business overview Presentation.pptx
NVIDIA's overall business overview Presentation.pptxNVIDIA's overall business overview Presentation.pptx
NVIDIA's overall business overview Presentation.pptxKrutik Rakade
 
AirOxi - Pioneering Aquaculture Advancements Through NFDB Empanelment.pptx
AirOxi -  Pioneering Aquaculture Advancements Through NFDB Empanelment.pptxAirOxi -  Pioneering Aquaculture Advancements Through NFDB Empanelment.pptx
AirOxi - Pioneering Aquaculture Advancements Through NFDB Empanelment.pptxAirOxi Tube
 
Mist Cooling & Fogging System Company in Saudi Arabia
Mist Cooling & Fogging System Company in Saudi ArabiaMist Cooling & Fogging System Company in Saudi Arabia
Mist Cooling & Fogging System Company in Saudi Arabiaopstechsanjanasingh
 
Bus Eth ch3 ppt.ppt business ethics and corporate social responsibilities ppt
Bus Eth ch3 ppt.ppt business ethics and corporate social responsibilities pptBus Eth ch3 ppt.ppt business ethics and corporate social responsibilities ppt
Bus Eth ch3 ppt.ppt business ethics and corporate social responsibilities pptendeworku
 
A Comprehensive Case Study on the IL&FS Crisis (final).pptx
A Comprehensive Case Study on the IL&FS Crisis (final).pptxA Comprehensive Case Study on the IL&FS Crisis (final).pptx
A Comprehensive Case Study on the IL&FS Crisis (final).pptxShainaMaheshwari1
 
PHX Corporate Presentation March 2024 Final
PHX Corporate Presentation March 2024 FinalPHX Corporate Presentation March 2024 Final
PHX Corporate Presentation March 2024 FinalPanhandleOilandGas
 
CORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdf
CORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdfCORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdf
CORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdfLouis Malaybalay
 
unfinished legacy it is a clothing brand
unfinished legacy it is a clothing brandunfinished legacy it is a clothing brand
unfinished legacy it is a clothing brandakashm530190
 
A Case Study On SQUARE GROUP Bangladesh.pdf
A Case Study On SQUARE GROUP Bangladesh.pdfA Case Study On SQUARE GROUP Bangladesh.pdf
A Case Study On SQUARE GROUP Bangladesh.pdfmeftaul987
 
Strategic Resources Corporate Presentation - March 2024 Update
Strategic Resources Corporate Presentation - March 2024 UpdateStrategic Resources Corporate Presentation - March 2024 Update
Strategic Resources Corporate Presentation - March 2024 UpdateAdnet Communications
 
L-1 VISA Business (Plan Sample) - Plan Writers
L-1 VISA Business (Plan Sample) - Plan WritersL-1 VISA Business (Plan Sample) - Plan Writers
L-1 VISA Business (Plan Sample) - Plan WritersPlan Writers
 
We are inviting you on board, to move forward together in the Right Direction
We are inviting you on board, to move forward together in the Right DirectionWe are inviting you on board, to move forward together in the Right Direction
We are inviting you on board, to move forward together in the Right DirectionRight Direction Aero
 
0311 National Accounts Online Giving Trends.pdf
0311 National Accounts Online Giving Trends.pdf0311 National Accounts Online Giving Trends.pdf
0311 National Accounts Online Giving Trends.pdfBloomerang
 
HOW TO START EARNING WITH AFFILIATE MARKETING
HOW TO START EARNING WITH AFFILIATE MARKETINGHOW TO START EARNING WITH AFFILIATE MARKETING
HOW TO START EARNING WITH AFFILIATE MARKETINGNATHAN SPEAKS
 
"InShorts: A Game-Changer in the Digital News Age"
"InShorts: A Game-Changer in the Digital News Age""InShorts: A Game-Changer in the Digital News Age"
"InShorts: A Game-Changer in the Digital News Age"Adharsh45
 
Olympus 38DL Plus Ultrasonic Thickness Gauge
Olympus 38DL Plus Ultrasonic Thickness GaugeOlympus 38DL Plus Ultrasonic Thickness Gauge
Olympus 38DL Plus Ultrasonic Thickness GaugeStephenKim86
 
Pitch Deck Teardown: SuperScale's $5.4M Series A deck
Pitch Deck Teardown: SuperScale's $5.4M Series A deckPitch Deck Teardown: SuperScale's $5.4M Series A deck
Pitch Deck Teardown: SuperScale's $5.4M Series A deckHajeJanKamps
 
NewBase 14 March 2024 Energy News issue - 1707 by Khaled Al Awadi_compress...
NewBase  14 March  2024  Energy News issue - 1707 by Khaled Al Awadi_compress...NewBase  14 March  2024  Energy News issue - 1707 by Khaled Al Awadi_compress...
NewBase 14 March 2024 Energy News issue - 1707 by Khaled Al Awadi_compress...Khaled Al Awadi
 
The Vietnam Believer_Newsletter_Vol.001_Mar12 2024
The Vietnam Believer_Newsletter_Vol.001_Mar12 2024The Vietnam Believer_Newsletter_Vol.001_Mar12 2024
The Vietnam Believer_Newsletter_Vol.001_Mar12 2024believeminhh
 
Reframing Requirements: A Strategic Approach to Requirement Definition, with ...
Reframing Requirements: A Strategic Approach to Requirement Definition, with ...Reframing Requirements: A Strategic Approach to Requirement Definition, with ...
Reframing Requirements: A Strategic Approach to Requirement Definition, with ...Jake Truemper
 

Último (20)

NVIDIA's overall business overview Presentation.pptx
NVIDIA's overall business overview Presentation.pptxNVIDIA's overall business overview Presentation.pptx
NVIDIA's overall business overview Presentation.pptx
 
AirOxi - Pioneering Aquaculture Advancements Through NFDB Empanelment.pptx
AirOxi -  Pioneering Aquaculture Advancements Through NFDB Empanelment.pptxAirOxi -  Pioneering Aquaculture Advancements Through NFDB Empanelment.pptx
AirOxi - Pioneering Aquaculture Advancements Through NFDB Empanelment.pptx
 
Mist Cooling & Fogging System Company in Saudi Arabia
Mist Cooling & Fogging System Company in Saudi ArabiaMist Cooling & Fogging System Company in Saudi Arabia
Mist Cooling & Fogging System Company in Saudi Arabia
 
Bus Eth ch3 ppt.ppt business ethics and corporate social responsibilities ppt
Bus Eth ch3 ppt.ppt business ethics and corporate social responsibilities pptBus Eth ch3 ppt.ppt business ethics and corporate social responsibilities ppt
Bus Eth ch3 ppt.ppt business ethics and corporate social responsibilities ppt
 
A Comprehensive Case Study on the IL&FS Crisis (final).pptx
A Comprehensive Case Study on the IL&FS Crisis (final).pptxA Comprehensive Case Study on the IL&FS Crisis (final).pptx
A Comprehensive Case Study on the IL&FS Crisis (final).pptx
 
PHX Corporate Presentation March 2024 Final
PHX Corporate Presentation March 2024 FinalPHX Corporate Presentation March 2024 Final
PHX Corporate Presentation March 2024 Final
 
CORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdf
CORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdfCORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdf
CORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdf
 
unfinished legacy it is a clothing brand
unfinished legacy it is a clothing brandunfinished legacy it is a clothing brand
unfinished legacy it is a clothing brand
 
A Case Study On SQUARE GROUP Bangladesh.pdf
A Case Study On SQUARE GROUP Bangladesh.pdfA Case Study On SQUARE GROUP Bangladesh.pdf
A Case Study On SQUARE GROUP Bangladesh.pdf
 
Strategic Resources Corporate Presentation - March 2024 Update
Strategic Resources Corporate Presentation - March 2024 UpdateStrategic Resources Corporate Presentation - March 2024 Update
Strategic Resources Corporate Presentation - March 2024 Update
 
L-1 VISA Business (Plan Sample) - Plan Writers
L-1 VISA Business (Plan Sample) - Plan WritersL-1 VISA Business (Plan Sample) - Plan Writers
L-1 VISA Business (Plan Sample) - Plan Writers
 
We are inviting you on board, to move forward together in the Right Direction
We are inviting you on board, to move forward together in the Right DirectionWe are inviting you on board, to move forward together in the Right Direction
We are inviting you on board, to move forward together in the Right Direction
 
0311 National Accounts Online Giving Trends.pdf
0311 National Accounts Online Giving Trends.pdf0311 National Accounts Online Giving Trends.pdf
0311 National Accounts Online Giving Trends.pdf
 
HOW TO START EARNING WITH AFFILIATE MARKETING
HOW TO START EARNING WITH AFFILIATE MARKETINGHOW TO START EARNING WITH AFFILIATE MARKETING
HOW TO START EARNING WITH AFFILIATE MARKETING
 
"InShorts: A Game-Changer in the Digital News Age"
"InShorts: A Game-Changer in the Digital News Age""InShorts: A Game-Changer in the Digital News Age"
"InShorts: A Game-Changer in the Digital News Age"
 
Olympus 38DL Plus Ultrasonic Thickness Gauge
Olympus 38DL Plus Ultrasonic Thickness GaugeOlympus 38DL Plus Ultrasonic Thickness Gauge
Olympus 38DL Plus Ultrasonic Thickness Gauge
 
Pitch Deck Teardown: SuperScale's $5.4M Series A deck
Pitch Deck Teardown: SuperScale's $5.4M Series A deckPitch Deck Teardown: SuperScale's $5.4M Series A deck
Pitch Deck Teardown: SuperScale's $5.4M Series A deck
 
NewBase 14 March 2024 Energy News issue - 1707 by Khaled Al Awadi_compress...
NewBase  14 March  2024  Energy News issue - 1707 by Khaled Al Awadi_compress...NewBase  14 March  2024  Energy News issue - 1707 by Khaled Al Awadi_compress...
NewBase 14 March 2024 Energy News issue - 1707 by Khaled Al Awadi_compress...
 
The Vietnam Believer_Newsletter_Vol.001_Mar12 2024
The Vietnam Believer_Newsletter_Vol.001_Mar12 2024The Vietnam Believer_Newsletter_Vol.001_Mar12 2024
The Vietnam Believer_Newsletter_Vol.001_Mar12 2024
 
Reframing Requirements: A Strategic Approach to Requirement Definition, with ...
Reframing Requirements: A Strategic Approach to Requirement Definition, with ...Reframing Requirements: A Strategic Approach to Requirement Definition, with ...
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
  • 3. .growing complexity PART 1 PART1A:GrowingComplexity Image by NASA Goddard Space Flight Center on flickr.com
  • 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
  • 20. PART 3 .hardware PART3:Hardware What are we organized to accomplish?
  • 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