Designing service
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Exploring the Fifth and Sixth P of Marketing - Brian Solis

Exploring the Fifth and Sixth P of Marketing - Brian Solis | Designing  service |


Via k3hamilton
Fred Zimny's insight:

Read the excellent post to gain true insight!

Anthony Burke's curator insight, January 31, 2013 3:46 AM

When Brian Solis speaks on a topic, it is usually worth listening to/reading. Has always proved to be a knowledgeable source of future thinking

Tom Hood's curator insight, February 9, 2013 12:35 PM

I am a big fan of Brian Sollis and his book, End of Business. The addition of peopkle and purpose to the "old 4 P's" is spot on in my opinion.

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).  
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Designing service

Designing service | Designing  service |



Customer experience, customer service, design thinking, service design, service management


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Sneaky's comment, June 25, 2015 10:42 AM
super article
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Content Isn't King-Customer Experience Is - Augie Ray

Content Isn't King-Customer Experience Is - Augie Ray | Designing  service |

Content is not king. A new study shows that while brands pursue content strategies, they get less engagement. This is why customer experience is the king.

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It's Time To Retire The Term "User Experience Design" - Brian Prentice

It's Time To Retire The Term "User Experience Design" - Brian Prentice | Designing  service |
We’ve hit the point were the term “User Experience Design” has become counterproductive. It is obfuscating to the world outside the user experience design community that something important and different is going on. The fundamental problem is that “user experience design” manages to squeeze in two oxymorons into a single three-word term. That’s quite an …
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Why personal networks are tomorrow's internet of things | ZDNet

Why personal networks are tomorrow's internet of things | ZDNet | Designing  service |
Ten, fifteen years from now, hybrid clouds with vastly improved wireless connectivity will be the sum total of your personal computing experience.
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Remaster Your Leadership with Six Personas Fit for Digital Business - Graham Waller

Remaster Your Leadership with Six Personas Fit for Digital Business - Graham Waller | Designing  service |
Do you have the skills necessary to thrive as a leader in the digital era?

What worked for leaders in a more industrialized economy — a craving for certainty, a love of detailed plans and an affinity for control — can be the enemy in a digital business economy, where the driving forces are innovation and speed.

A key finding from Mark Raskino and my research that led to the book Digital to the Core, Remastering Leadership for Your Industry, Your Enterprise, and Yourself (Bibliomotion, 2015). Put another way digital business doesn’t just disrupt markets, it disrupts tried-and-true management behaviors as well.

Any change in leadership style is hard, particularly if it involves established behaviors that have anchored past success. Rather, consider remastering your behaviors to fit the new styles of digital leadership. The following six digital leadership personas distill common behavioral traits of digital business leaders. (Take the Digital to the Core Assessment to determine your own leadership stye.)
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Hippo CMS - can a hybrid content platform be effective? - diginomica

Hippo CMS - can a hybrid content platform be effective? - diginomica | Designing  service |

The headless-versus-holistic CMS debate has kept marketers in confusion. Hippo thinks it has a new answer, via a hybrid approach and content-as-a-service.

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The Benefits Of Being Comfortable With Uncertainty

The Benefits Of Being Comfortable With Uncertainty | Designing  service |
Nothing in life and especially nothing in business is guaranteed, but if you have the right outlook, you can push past doubt.
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The Internet of Things: Why Success Lies in Services - Knowledge@Wharton

The Internet of Things: Why Success Lies in Services - Knowledge@Wharton | Designing  service |

Businesses are adopting new business models as a result of Internet of Things-enabled devices in cyber-physical systems.

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Today’s Automation Anxiety Was Alive and Well in 1960

Today’s Automation Anxiety Was Alive and Well in 1960 | Designing  service |
Electronic data processing, or EDP, rose to prominence in 1950s American business as a way to automate simple and regular tasks that involved large amounts of data. It was fast (comparatively), accurate, and transformative. And, like any new technology making its entrance into office life, it was met with profoundly mixed feelings.

Ida Russakoff Hoos, a renowned sociologist and a critic of systems analysis, noted in her 1960 HBR article (aptly titled “When the Computer Takes Over the Office”) that EDP’s sudden presence in the workplace provoked polar reactions that were “often wishful and sometimes biased.” On one hand, “the machine is seen as the master of men unless firm government control or a workers’ revolt intervenes” (it was the ’50s, after all); on the other, those who believed “that the innovations are simply a phase of technological progress which begin with the invention of the wheel.”

Marxism aside, I don’t need to call your attention to the parallels we’re experiencing today. Robots have already started taking over our jobs — unless you’re a programmer, in which case you can work for a $1,000 an hour on a boat. Everything is going to be ok, unless everything is going to be terrible.

But behind the fear, excitement, and macroeconomics of it all are the people and places that are deeply affected by new and different technology, day in and day out. That is where Hoos focused her research and her observations are remarkably prescient.
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Columbia Business School: The Digital Transformation Playbook

Columbia Business School: The Digital Transformation Playbook | Designing  service |
Rethink your business for the digital age.
Every business begun before the Internet now faces the same challenge: How to transform to compete in a digital economy?
Globally recognized digital expert David L. Rogers argues that digital transformation is not about updating your technology but about upgrading your strategic thinking. Based on Rogers's decade of research and teaching at Columbia Business School, and his consulting for businesses around the world, The Digital Transformation Playbook shows how pre-digital-era companies can reinvigorate their game plans and capture the new opportunities of the digital world.
Rogers shows why traditional businesses need to rethink their underlying assumptions in five domains of strategy—customers, competition, data, innovation, and value. He reveals how to harness customer networks, platforms, big data, rapid experimentation, and disruptive business models—and how to integrate these into your existing business and organization.
Rogers illustrates every strategy in this playbook with real-world case studies, from Google to GE, from Airbnb to the New York Times. With practical frameworks and nine step-by-step planning tools, he distills the lessons of today's greatest digital innovators and makes them usable for businesses at any stage.
Many books offer advice for digital start-ups, but The Digital Transformation Playbook is the first complete treatment of how legacy businesses can transform to thrive in the digital age. It is an indispensable guide for executives looking to take their firms to the next stage of profitable growth.
David L. Rogers is faculty director of Columbia Business School's executive education programs in Digital Business Strategy and Digital Marketing and founder of the BRITE (brands, innovation, and technology) conference. He advises global companies such as Google, GE, Toyota, Visa, China Eastern Airlines, Kohler, and Macmillan on digital strategy and has led strategic workshops for executives in hundreds of companies from 64 countries. His most recent book is The Network Is Your Customer (2011).
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No job is safe from automation and robotization

No job is safe from automation and robotization | Designing  service |
See how susceptible your industry is torobotic takeover.

Via Farid Mheir, Marc Wachtfogel, PhD
Jean-Simon Venne's curator insight, February 2, 9:39 PM

Thanks Farid for this interesting analysis, to be followed.

Russell R. Roberts, Jr.'s curator insight, February 5, 1:51 AM

Thanks to reporter Farid Mheir for this warning.  In the months ahead, many formerly "secure" jobs will be staffed with robots, artificial intelligence, and sophisticated data processing equipment. Those of us who have been "downsized" (I'm one) from the communications, entertainment, and broadcast engineering career fields understand how devastating this trend will be.  It's the old argument:  people are too expensive and unreliable.  Machines don't get sick, take vacations, or complain.  Everything is bottom line these days.  No job or position is immune.  Those who still have jobs will be servicing and programming the machines that replaced people.  Be careful what you wish for--you may get it.  Aloha, Russ.

Johan Sundström's curator insight, February 8, 2:22 PM

Media 24%...

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Reason on Service Design, 1 of 2

Reason on Service Design, 1 of 2 | Designing  service |

A founding partner of Livework,  Ben Reason now leads the London studio on service design and innovation projects for both UK and international clients.

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Kate Leggett's Blog: Forrester's Top CRM Trends For 2016 And Beyond

Kate Leggett's Blog: Forrester's Top CRM Trends For 2016 And Beyond | Designing  service |
n the age of the customer, executives don't decide how customer-centric their companies are — customers do. And while good customer experiences can help control costs, executives are more interested in the potential for sustainable top-line growth. 

Forrester defines CRM as:

The business processes and supporting technologies that support the key activities of targeting, acquiring, retaining, understanding, and collaborating with customers.

CRM is the foundational building block of a company's customer experience strategy to win, serve, and retain customers. It allows empowered consumers and connected employees to do business in ways we just couldn’t conceive of just a few years ago.

Here is a snapshot of 3 of our top 10 trends that you should pay attention to in 2016 and beyond. You can access our full report here.

CRM Will Support Easy Customer Experiences. Customers want to easily connect with, interact with, make purchases from, or get service from a company. For example, business-to-business (B2B) buyers want to self-educate versus talk to sales representatives by a factor of three to one. Nearly 75% indicated that buying products or services for work from a website is more convenient than buying from a sales representative. Over half of US online adults will abandon their online purchase if they cannot find a quick answer to their questions, and 73% said that valuing their time is the most important thing a company can do to provide them with good service. Companies must offer customers ways to easily engage with them to foster an ongoing, omnichannel dialogue and relationship that strengthens loyalty and retention.
CRM Will Support Effective Customer Experiences
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From touchpoints to journeys: Seeing the world as customers do | McKinsey & Company

From touchpoints to journeys: Seeing the world as customers do | McKinsey & Company | Designing  service |
To maximize customer satisfaction, companies have long emphasized touchpoints. But doing so can divert attention from the more important issue: the customer’s end-to-end journey.

When most companies focus on customer experience they think about touchpoints—the individual transactions through which customers interact with parts of the business and its offerings. This is logical. It reflects organization and accountability, and is relatively easy to build into operations. Companies try to ensure that customers will be happy with the interaction when they connect with their product, customer service, sales staff, or marketing materials. But this siloed focus on individual touchpoints misses the bigger—and more important—picture: the customer’s end-to-end experience. Only by looking at the customer’s experience through his or her own eyes—along the entire journey taken—can you really begin to understand how to meaningfully improve performance.

Customer journeys include many things that happen before, during, and after the experience of a product or service. Journeys can be long, stretching across multiple channels and touchpoints, and often lasting days or weeks. Bringing a new customer on board is a classic example. Another is resolving a technical issue, upgrading a product, or helping a customer to move a service to a new home. In our research, we’ve discovered that organizations that fail to appreciate the context of these situations and manage the cross-functional, end-to-end experiences that shape the customer’s view of the business can prompt a downpour of negative consequences, from customer defection and dramatically higher call volumes to lost sales and lower employee morale. In contrast, those that provide the customer with the best experience from start to finish along the journey can expect to enhance customer satisfaction, improve sales and retention, reduce end-to-end service cost, and strengthen employee satisfaction.

This is especially true in today’s multitouchpoint, multichannel, always-on, hypercompetitive consumer markets. The explosion of potential customer interaction points—across new channels, devices, applications, and more—makes consistency of service and experience across channels nigh impossible—unless you are managing the journey, and not simply individual touchpoints. Indeed, research we conducted in 2015 involving seven EU telecom markets found that when consumers embarked on journeys that involved multiple channels their experience was materially worse than during single-channel experiences, whether those experiences were digital or not.

The trouble with touchpoints

Consider the dilemma that executives faced at one media company. Customers were leaving at an alarming rate, few new ones were available for acquiring in its market, and even the company’s best customers were getting more expensive to retain. In economic terms, a retained customer delivered significantly greater profitability than a newly acquired customer over two years. Churn, due to pricing, technology, and programming options, was an increasingly familiar problem in this hypercompetitive market. So was retention. The common methods for keeping customers were also well known but expensive—tactics like upgrade offers and discounted rate plans, or “save desks” to intercept defectors.

So the executives looked to another lever—customer experience—to see if improvements there could halt the exodus. What they found surprised them. While the company’s overall customer-satisfaction metrics were strong, focus groups revealed that a large number of customers left because of poor service and shoddy treatment over time. “How can this be?” one executive wondered. “We’ve measured customer satisfaction for years, and our call centers, field services, and website experience each score consistently over 90 percent. Our service is great!”

As company leaders probed further, however, they discovered a more complex problem. Most customers weren’t fed up with any one phone call, field visit, or other individual service interaction—in fact, most customers didn’t much care about those singular touchpoint events. What was driving them out the door was something the company wasn’t examining or managing—the customers’ cumulative experience across multiple touchpoints, multiple channels, and over time.

Take new-customer onboarding, for example, a journey that spanned about three months and involved an average of nine phone calls, a home visit from a technician, and numerous web and mail interactions. At each touchpoint, the interaction had at least a 90 percent chance of going well. But average customer satisfaction fell almost 40 percent over the course of the entire journey. The touchpoints weren’t broken—but the onboarding process as a whole was.

Many of customers’ numerous calls during the process represented attempts to clarify product information, fix problems with an order, or understand a confusing bill. Most of these service encounters were positive in a narrow sense—employees answered the questions or solved the issues as they arose—but the underlying problems were avoidable, the root causes left unaddressed, and the cumulative effect on customer experience was decidedly negative. The company’s touchpoint-oriented, metric-driven way of thinking about customer experience had a large blind spot.

Solving the problem would be worth hundreds of millions of dollars, but the company needed a whole new way of thinking about and managing its service operations to identify and reimagine the customer-experience journeys that mattered most.

More touchpoints, more complexity

The problem encountered by the media company is far more common than most organizations care to admit and is often difficult to spot. At the heart of the challenge is the siloed nature of service delivery and the insular cultures, behaviors, processes, and policies that flourish inside the functional groups that companies rely on to design and deliver their services. In many cases, these groups are also the keepers of the touchpoints that shape and measure how the company’s activities meet the customer’s—say, an in-store conversation with a sales rep, a visit to the company’s website, or a query to the company’s call center. Whether because of poorly aligned incentives, management inattention, or simply human nature, the functional groups that manage these touchpoints are constantly at risk of losing sight of what the customer sees (and wants)—even as the groups work hard to optimize their own contributions to the customer experience.

The media company’s sales personnel, for example, were measured and rewarded for closing new sales—not for helping customers navigate a complex menu of technology and programming options to find the lowest-price offer that met their needs. Yet frustration about complex pricing for high-end equipment, confusion about promotions, and surprise over program lineups were all frequent causes of dissatisfaction later in the process, as well as frequent sources of queries to the company’s call centers. Executives knew that each of these discrete items was a challenge—but only when they took a broader end-to-end view did it become apparent that even though each individual link in the service-delivery chain appeared healthy, the cumulative effect was quite the opposite.

The answer isn’t to replace touchpoint management and thinking. Indeed, the expertise, efficiencies, and insights that functional groups bring to bear are important, and touchpoints will continue to represent invaluable sources of insights—particularly in the fast-changing digital arena. Instead, companies need to recognize and address the fact that—at least, in most cases—they are simply not wired to naturally think about the journeys their customers take. They are wired to maximize productivity and scale economies through functional units. They are wired for transactions, not journeys.

So how should companies tackle this issue? In our experience, six actions are critical to managing customer-experience journeys (articles elsewhere in this volume explore several of these topics in depth):

Step back and identify the nature of the journeys customers take—from the customer’s point of view.
Understand how customers navigate across the touchpoints as they move through the journey.
Anticipate the customer’s needs, expectations, and desires during each part of the journey.
Build an understanding of what is working and what is not.
Set priorities for the most important gaps and opportunities to improve the journey.
Come to grips with fixing root-cause issues and redesigning the journeys for a better end-to-end experience.
The amount of time it can take to identify journeys, understand performance, and redesign the experience can vary widely from company to company. For companies seeking only to fix a few glaring problems in specific journeys, top-down problem solving can be enough. But those that want to transform the overall customer experience may need a bottom-up effort to create a detailed road map for each journey, one that describes the process from start to finish and takes into account the business impact of enhancing the journey and sequencing the initiatives to do so. For many companies, combining operational, marketing and customer, and competitive-research data to understand journeys is a first-time undertaking, and it can be a long process—sometimes lasting several months. But the reward is well worth it; creating a fact base allows management to clearly see the customer’s experience and decide which aspects to prioritize.

Journeys explained

To better see how customer journeys work, let’s look at a measurable and routine service event—say, a product query—from the point of view of both the company and the customer. The company may receive millions of phone calls with questions about its product, and it is imperative to handle each of these calls well. But when customers are asked to recall their side of the experience months later, it is highly unlikely that they would describe such calls simply as a “product question.” That’s because the call has a context, and understanding it is the key to understanding customer journeys (Exhibit 1).

Exhibit 1

The customer might have been trying to ensure uninterrupted service after moving, for example, or was confused about renewal options at the end of a contract, or was trying to fix a nagging technical problem. A company that effectively manages its customer journeys would still do the best job it could with the individual transaction—but its agents would also understand the context for the call, address the root cause for the customer’s query, and create the feedback loops to help the company continuously improve the wide range of upstream and downstream interactions that surround (and sometimes cause) the call. That is a broader lens than most call centers apply (see sidebar, “A customer-journey scorecard”).
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Why Artists Need to Be Entrepreneurs, Too

Why Artists Need to Be Entrepreneurs, Too | Designing  service |
Artists today “must treat their work as a small business, create content that is professionally crafted, invest in marketing and get people to talk about it,” writes Cassia Peralta in this opinion piece. She is the author of Born in Rio, a novel that tells the story of Rita Ray, a Wall Street executive who leaves her high-powered job for Rio de Janeiro, where she learns about family secrets and comes to terms with a secret of her own. Cassia currently lives in Washington, D.C., and works as a consultant and investment officer for the Interamerican Investment Corporation.

Five years ago, I embarked on a journey that truly changed my approach to art and business. I published my own book.

I wanted to tell the story of a New York banker who left Manhattan behind to face an uncertain future in Brazil. While I had been immersed in the arts my whole life, I had always worked in the field of business, having a degree in economics and a Wharton MBA. Writing a book was a life plan, but publishing a novel seemed almost like a dream.

Almost — that’s right. Fortunately, all that changed with the advent of new technology.

To write Born in Rio, I drew for plot ideas not only on my experiences growing up as a Brazilian-born woman in the United States, but also on my business background. I published the novel through Amazon’s print-on-demand Createspace and the e-book through Kindle. Since the start of this project, I handled both the creative and the managerial aspects of the book. For example, I had a goal of writing 700 words a day and kept a spreadsheet with major milestones. Within nine months I had written the story; a couple of months later it was published all over the world; and within a year — in 2012 — I received a Brazilian International Press Award in Literatur
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Big data landscape 2016

Big data landscape 2016 | Designing  service |
Great infographic about the big data / analytics / data science / deep learning / BI ecosystem. Created by @Mattturk, @Jimrhao and @firstmarkcap. Click on the…
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How to Apply Lean Marketing to Your Content Based Business

How to Apply Lean Marketing to Your Content Based Business | Designing  service |
Almost every entrepreneur has made this mistake... They spend months or even years building a product or a feature they ...
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Top CRM Software Firms Recognized by 10 Best CRM for February | Virtual-Strategy Magazine

Top CRM Software Firms Recognized by 10 Best CRM for February | Virtual-Strategy Magazine | Designing  service |

10 Best CRM has released it latest ranking for best CRM software with Streak from San Francisco occupying the top spot for its customer relationship management software.

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The Four V's of Big Data | Infographic

The Four V's of Big Data | Infographic | Designing  service |

BM data scientists break big data into four dimensions: volume, variety, velocity and veracity.




Via Tobias Frydman, Gust MEES, steve batchelder, malek
Gust MEES's curator insight, February 8, 11:53 AM

IBM data scientists break big data into four dimensions: volume, variety, velocity and veracity.

Learn more / En savoir plus / Mehr erfahren:

Walter Gassenferth's curator insight, February 9, 4:54 AM

Useful post, presenting a lucid vision of the method. For those who speak Portuguese or Spanish and are interested in data dimensions please visit

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Organizing for the future | McKinsey & Company

Organizing for the future | McKinsey & Company | Designing  service |
The best way to organize corporations—it’s a perennial debate. But the discussion is becoming more urgent as digital technology begins to penetrate the labor force.

Although consumers have largely gone digital, the digitization of jobs, and of the tasks and activities within them, is still in the early stages, according to a recent study by McKinsey Global Institute (MGI). Even companies and industries at the forefront of digital spending and usage have yet to digitize the workforce fully

Via David Hain
David Hain's curator insight, February 9, 7:40 AM

Building the HUMAN digital enterprise - McKinsey.

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The Modern-Day CMO: 7 Trends That Will Drive Digital Marketing Success

The Modern-Day CMO: 7 Trends That Will Drive Digital Marketing Success | Designing  service |

Columnist Jim Yu takes a look at the shifting digital landscape and discusses the key trends that marketers will need to embrace if they want to stay ahead.

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Slack, Yammer & Facebook: Who’ll win the collaboration battle?

Slack, Yammer & Facebook: Who’ll win the collaboration battle? | Designing  service |

No digital job advert is complete without mention of collaborative working; a skills shortage means businesses are finally fixing their broken windows.

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How to Read a Book a Week

How to Read a Book a Week | Designing  service |
t was the late 1980s and I was sitting in a university lecture hall listening to Abbie Hoffman, an author and an activist, ranting about my generation’s indifference. Next to me was Gloria Emerson, a brilliant and eccentric journalist and author. We were discussing Hoffman’s talk when I told her how much I loved being in the thick of all these ideas.

“It’s such a unique opportunity to be here,” I said to her, “to be part of these conversations with smart, thoughtful people.”

“Oh, don’t be silly,” she responded. “Anybody can be part of these conversations. Just read some books!”

Ironically, as a history major, I was reading three to four books a week. And Gloria was right: through these books, I had a seat at the table. I was part of a cutting-edge conversation that was going on between great minds.

Flash forward too many years, and I am now back in that conversation. Since I started my podcast, I read as many nonfiction books as I can — at least one a week. It’s a requirement, first, to decide if I want to speak with an author and share their ideas, and, second, to make the conversation valuable if I do decide to have them on as a guest. (This may seem obvious, but you might be surprised at how many times I have been interviewed by people who have not read any of my books.)

I am richer for all this reading. I know more and take more risks as I apply what I’m learning. I also feel more confident in my own views and actions, as well as empathize and understand others better, since I have more context
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Why the Best Technology Isn’t Always the Winner - Knowledge@Wharton

Why the Best Technology Isn’t Always the Winner - Knowledge@Wharton | Designing  service |
Sometimes when new and improved technologies hit the market, they displace the old ones at breakneck speed. But when they don’t, the reasons may have little to do with which one is really “better.”
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