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Designing services
I blog about strategic and tactical service design and management.<br><br>Trying to explore how service design practices develop.<br><br>With a focus in developing strong conceptual work, supporting design decisions on research and enabling readers to create conversations with clients, colleagues and customers.<br><br>I also aim to support senior managers and professionals to reflect and improve their practices.
Curated by Fred Zimny
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Rescooped by Fred Zimny from Pulse of the Collaborative Economy
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How the sharing economy will develop in 2015

How the sharing economy will develop in 2015 | Designing services | Scoop.it
The sharing economy has grown exponentially in the past few years to the point where it has impacted nearly all industries.

Via jean lievens, LIsa Gansky
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miracletrain 夢想驛站's curator insight, December 22, 2014 6:40 AM

The unstoppable rise of the Sharing Economy, it could be the Internet's most divisive revolution.

Nimber's curator insight, January 13, 12:51 PM

Featuring yours truly in the logistics bit.

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Future Of Web Design 2

Future Of Web Design 2 | Designing services | Scoop.it

Web 3.0's Whaam!
Just as Roy Lichtenstein’s Whaam! 1963 seemed to blow abstract painting off the walls web 3.0 will change everything we call "website design". After creating The Future of Web Design #1 (http://sco.lt/7r6zkf) Haiku Deck I realized some shots were fired but not enough.

Web 3.0 powered by a ubiquitous web for people and things with semantic intelligence changes how we create websites and Internet marketing. Math will be a future web designer’s friend. 

Websites will float based on predictive analytics and real time behavior. Behavior responded to with tested creative designed for personas and segments to CONVERT is more Google-like than anything web designers create now.

David Merrill's siftables are the best demonstration of how content will become intelligently self aware AND agnostic to the kind of hubificaiton web designers practice now.

http://youtu.be/JP0w9lZoLwU Siftables

Hubificaiton is about bringing THEM to US. APP-ificaiton is about creating agnostic widgets. Widgets easily placed anywhere (as Amazon's mini-cart widget demonstrates here: http://sco.lt/4iahNZ).

Web 3.0's mobile ubiquitous web will reverse hubification's emphasis on traffic density (bring visitors into a hub). Distinctions will change too. THEM and US will fade in favor of relevant experience in a commons. 

In this context CONVERSION becomes an extension of an experience instead of the other way around. We rarely shop / search for things merely for the pleasure of the search.

 

We may start with one goal in mind and end up achieving a different set of goals, goals created on the fly in real time based on how the web responds to our journey, but our process feels like US.

Predictive analytics, personas, segments and an increasing amount of tested creative controlled by math means our unique feeling of US or ME may continue to exist, but THEIR sense of our next behavior make this feeling a distinction without a difference. 

If you fit a persona, that persona predicts what relevant content you need when the feeling of having Big Brother on your shoulder could be overwhelming. Mutual benefit is why consumers won't revolt.

When websites convert 40% of their traffic, as Schwan's does now, their efficiency trumps density. Efficiency trumping density describes Web 3.0 perfectly.  


Via Martin (Marty) Smith
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Rescooped by Fred Zimny from Business Model Engineering
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If You Don't Like Your Future, Rewrite Your Past - Rosabeth Moss Kanter - Via: @yvonnetelting

If You Don't Like Your Future, Rewrite Your Past - Rosabeth Moss Kanter - Via: @yvonnetelting | Designing services | Scoop.it

   If you don't like how things are going, tell a different story. Sometimes strategic change just means taking something from the periphery — an anomaly, a demonstration, a small innovation — and redefining it as central.

   Stories should be evidence-based, meeting a plausibility test. They should be principle-based, with enduring truths embedded in them that won't shift on a whim. They should permit action that is open-ended, creating not-yet-imagined possibilities. After all, the stories of business life, and life, are ongoing.


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Key New Traits Characterizing Sustainable Business Models by Jeremiah Owyang


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Robin Good's curator insight, October 15, 2013 12:58 PM



Jeremiah Owyang, a partner at the Altimeter Group, has published a valuable presentation outlining the key traits characterizing sustainable business models in the near future.


The key takeaways include: 


  1. The market sees purposeful brands that stand for something specific
     
  2. Local and personalized wins always over global
     
  3. Crowds are becoming like companies - bypassing 
    inefficient intermediaries
     
  4. On-demand wins always over standardized offerings
     
  5. Business models may need to be changed along the way 
     
  6. Partnering with your customers is the key to the future 



Excellent trends analysis. Owyang is right on target with his future of business models identikit. 



Check the full presentation here: http://www.slideshare.net/jeremiah_owyang/the-future-of-business-models 



(HT to Giuseppe Mauriello)




Marcos Otero's curator insight, October 15, 2013 7:31 PM

The new type of enterprise

Tom Hood's curator insight, February 22, 2014 8:24 AM

Great find by Robin Good and timely as we just had a session with Rita McGrath (author of the End of Competitive Advantage) emphasizing the impact of disruption and the need for a different mindset around resilience. This preso by Jeremiah Owyang gives some great tips for thinking about the types of shifts in business models we should be thinking about. 

 

Slide 13 captures these shifts well:

 

1. Purpose (start with why) is key

2. Glocal wins - Global reach and mindset delivered locally (relationships)

3. Personalize everything possible

4. On-demand 

5. People make and share - collaboration and co-creation with your customers

6. Empowered people

 

This is important for CPAs to understand as they advise and support their businesses (clients and employers). Business models are no longer stagnant or as Rita would say, sustainable over a long-term. Thus we need to be constantly re-examiming our competitive advantages.

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Mobile innovation: Where we're going next | Smartphones Unlocked

Mobile innovation: Where we're going next | Smartphones Unlocked | Designing services | Scoop.it

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Hans's curator insight, April 25, 2013 2:54 PM

A smartphone today is so much more than just "smart phone", it's a mobile accesspoint to our digital presence where we can communicate cross media, discover new knowledge about interesting subjects, get support for hard decisions, seek guidance when we are lost and find entertainment when we are bored. Our phones are like transformers, they look like something we used to have for making simple voice based calls, but when you touch the screen it turns out to be fully packed with advanced technology. And it's not over, soon sensors will be stabilized, mobile experiences will be more context aware and customized to the environment, gestures and speech will become natural ways to interact and all our devices will be interconnected in Internet of things.

Michael Allenberg's curator insight, April 26, 2013 3:24 PM

Get ready for a very interesting future!

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Sharewood Is Next: Business Must Create Shared Value - Michael E. Porter

Sharewood Is Next: Business Must Create Shared Value - Michael E. Porter | Designing services | Scoop.it

"In the old, narrow view of capitalism, business contributes to society by making a profit, which supports employment, wages, purchases, investments, and taxes.

 

Conducting business as usual is sufficient social benefit. A firm is largely a self-contained entity, and social or community issues fall outside its proper scope.

 

...

 

[But] in recent years business increasingly has been viewed as a major cause of social, environmental, and economic problems.

 

Companies are widely perceived to be prospering at the expense of the broader community.

 

Even worse, the more business has begun to embrace corporate responsibility, the more it has been blamed for society’s failures. The legitimacy of business has fallen to levels not seen in recent history.

 

This diminished trust in business leads political leaders to set policies that undermine competitiveness and sap economic growth. Business is caught in a vicious circle.

 

A big part of the problem lies with companies themselves, which remain trapped in an outdated approach to value creation that has emerged over the past few decades.

 

They continue to view value creation narrowly, optimizing short-term financial performance in a bubble while missing the most important customer needs and ignoring the broader influences that determine their longer-term success.

 

...

 

The solution lies in the principle of shared value, which involves creating economic value in a way that also creates value for society by addressing its needs and challenges.

 

Businesses must reconnect company success with social progress.

 

Shared value is not social responsibility, philanthropy, or even sustainability, but a new way to achieve economic success.

 

It is not on the margin of what companies do but at the center."

 

 

Must read. 10/10.

 

Read the full article: http://hbr.org/2011/01/the-big-idea-creating-shared-value/ar/1 (requires free registration)

 

(Curated by Robin Good)


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