A series of words/phrases that have had impact on my life in 2014:
medium for the mind
make it real
collaboration in action
recipes for life
ping, the tap on the shoulder
What are yours? #wordsof2014
Very interesting to read this article – https://theconversation.com/the-simple-life-manifesto-and-how-it-could-save-us-33081- on @ConversationEDU discussing the ‘footprint’ of the population here in Australia & it made me think about how connectivity, drones, automation & innovation can be used to balance the right ecosystems around us to sustain us.
What if you were able to create micro-footprints around the world for all you needed, share these with anyone & then collaboratively reduce the burden on the Earth’s resources …
The big story in June was Microsoft’s Xbox One announcement, and their abrupt about-face on used games and online connectivity. In an attempt to enable new scenarios based on online services linked to physical discs, they angered gaming enthusiasts by changing the rules of the business. It’s an all-too-common phenomenon, where high-profile companies make business model changes, and face significant backlashes from customers and the press.
It’s useful to take a step back and think about why companies keep having those painful experiences, and what design can do to help.
Online services seem ubiquitous. Both investors and finance departments love moving from volatile purchase or upgrade cycles to the more predictable, lower-risk world of monthly subscriptions. Tying use rights to a user account opens up lots of new licensing possibilities, which should result in increased value for both customers and companies.
But when an existing product has a different business model, it can be a harrowing transition. Without a strong, obvious value proposition, subscription models can seem selfish. Customers may feel that their loyalty and past investments are being taken for granted. Microsoft learned this the hard way in 2001, when they changed their software upgrade model for business customers. Although the new model was better for many customers than their previous approach, Microsoft faced a public backlash over perceptions of price hikes and confusion over use rights.
Similarly, on the consumer side, Netflix ran into trouble when they split their streaming and DVD rental businesses, introduced a new brand with Qwikster, and raised prices. The resulting frustration dominated their news cycles for several weeks, and hurt subscriber growth.
In each of these cases, executives had strong visions of where they wanted to take their businesses, and were convinced they were doing the right thing for customers. But, they were still unprepared for the critical, often emotional reaction they received. While both companies recovered — Microsoft has taken a more customer friendly approach with Office 365, which will soon be a $1 billion business, and Netflix continues to delight investors with innovative growth strategies — the initial missteps could have easily been avoided if they had taken a more design-centric approach to the new business models, rather than the typical analytical one.
There are several practical steps teams can take to use a design-centric approach to develop new business models and plans.
Designing a business model is as complex as designing a product, yet we often tend to oversimplify it in executive summaries and on spreadsheets. Taking a step back to think like a designer and accounting for the qualitative outcomes in response to a business strategy change can result in better, smoother, more effective transitions. And when that happens, the ultimate goals of profitability, differentiation and reputation get within reach.
Note: Craig Hajduk’s article appeared originally on Geekwire on July 23, 2013.
From Bruce Nussbaum (Author of Creative Intelligence – Create, Connect and Inspire) a good view into how people value creativity within all they do, use and see.
Are there others to add to this list or ways to refine? I have to say, she has captured the essence of good management in collaborative, digital focused teams.
10) Always get the full story before making a decision.
9) It’s incredibly easy to ‘flip the switch’ and start writing people off after a few bad experiences. Resist at all costs. You were bumbling once too. You made poor decisions. You learn and grow, and so does everybody else.
8) Sweep up the crumbs. Wipe the tables. Turn off the lights. Plug the holes that need plugging—even if it’s menial, even if nobody will know you did it. Do it in service of the product, the company, and this wondrous, magical thing you are all building together.
7) Recognize you can’t do everything. Close your eyes, fall backwards, and learn to trust.
6) Clearly, there is a more efficient way to do the things you do. How? Ponder that on your daily drive home.
5) Figure out which people rely on you and how you can help them be self-sufficient. You may feel important having a monopoly on salmon provisions, but if the whole village learns how to fish, it’ll free you up to do something else. Like figuring out how to grow wheat. Or how to domesticate those cute wolf-pups.
4) Don’t say anything if it’s not actually contributing to the discussion. Your voice is not so melodious that it absolutely must be heard.
3) Making the best decision is not as important as putting in the right processes to ensure that the best decisions get made.
2) Dole out thanks and encouragement like you dole out opinions.
1) Above all, this: never, ever get in the way. It’s better to twiddle your thumbs and squint up at the clouds than to obstruct progress for the sake of that stupid, childish thing called ego.
Some great articles to read:
Marketing and product design are the same thing by Seth Godin
“knowing what product to build is something that both product designers and marketers need to understand intimately in order to do their jobs…the designers in order to design the product and the marketer in order to share the story.”
The newsonomics of a news company of the future by Ken Doctor
“Yet news sites need a continuous discovery flow of would-be customers, poured into the top of their data-analysis funnels by Google, Facebook, and others. The great majority are one-and-done “readers.” It’s those who know the publisher brand but aren’t yet ready to fork over several hundred dollars that bear the most attention. For the FT, that middle-of-the-funnel crowd now includes 4.8 million registered users; if you register, you get a little access beyond the FT’s paywall. Readers among that group are the likeliest to become paying customers, and in the meantime can be monetized with better targeted advertising as well. It’s an important point in an increasingly paywalled world: Build registration as well as subscribers.’
Inside Facebook’s Internal Innovation Culture by Reena Jana
“1. Encourage everyone — even those in the C-suite — to learn by making
2. A winning mobile strategy
3. Physically mix up your work environment on a regular basis. “
“Analogue systems are small packages of causality. This means that they contain a set of components that are related to each other either chronologically or by way of a hierarchy. Analogue systems give you the whole picture containing all these components and then you have to decide which parts you want to focus your attention on. Think book. Think audio cassette. The various different content units in these media are united by a common theme or source or idea.
Digital systems are cropped versions of these packages. Instead of giving you access to the whole picture, they narrow things down and make you focus on only one thing. This helps avoid clutter and simplify matters by reducing cognitive choice, but it also does away with a lot of context. Think single short story (as opposed to a thematic collection). Think single MP3 file instead of a CD.”
“As an editor who gets to work on the product team, I’m empowered to help determine what I think other editors need to tell the story the right way. And when I’m wrong, I’m empowered to go back and try again. This is all quite new at my company, especially when it comes to the Internet, and there are a lot of other pieces to the puzzle I’m still learning about. But it feels like the right direction.”
“What is important about a key metric is that it is uniquely tied to the business value of the company and indicates there is some set of growing adoption and usage of that company’s products.”