Designing service
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Designing  service
One of the misunderstandings of these days is that a designer has an artist or artisan background. In that approach designers are idea generators, visualizers and prototypers.   That is not our point of view. Our adagium comes from the management writer Herbert Simon, who stated that "Everyone designs who devises courses of action  aimed at changing existing into preferred ones".  As stated by others, this version of design tends to abstraction and general expertise.   The focus of this blog is service and services. In our world  service is exchanged for service. All firms are service firms; all markets are centered on the exchange of service, and all economies and societies are service based. And just even government and other institutions are always exchanging services for services. But be sure, in this era of change there is a heavy focus also on concept generation, visualization and digital concept and prototypes.   Interested in designing services? In case you are interested to follow,  check the options in the sidebar. You can follow this blog on Facebook, Pinterest, Twitter and via email and RSS. It is up to you! In case you are interested to connect on linkedin, please feel free to do so (some of this content is also posted on that platform).  
Curated by Fred Zimny
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Rescooped by Fred Zimny from Business DNA (Design-Thinking)
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A Big Goal Is Not The Same As a Vision

A Big Goal Is Not The Same As a Vision | Designing  service | Scoop.it

A goal seems like a destination. But it is only a milestone along the way to something greater. Without being connected to a vision, it will only take you so far.


Via Mattia Rossi, A. Kosuke
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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  service | 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.


Via Peter Hoeve
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