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Design For a New Humanism

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Design for a new Humanism Why the Collaborative (Economy) Shift is about empowered individuals and new institutions Simone Cicero @meedabyte www.meedabyte.com


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me strategist connector contributor @meedabyte


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@meedabyte


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Economy of Services Creativity = Work Innovation as a Must about the information “infused” future Daniel Bell


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Sharing Economy Digital Transformation Informati on Age Gig Economy Coll aborative Economy Digit al Platforms Ecosystems Industry 4.0 Automation


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Sharing Economy Digital Transformation Informati on Age Gig Economy Coll aborative Economy Digit al Platforms Ecosystems Industry 4.0 Automation


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What is the true meaning of the collaborative economy shift?


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“The existential crisis of the digital age is not one of personal identity, but institutional purpose” Greg Satell


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The New Possible


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The New Desirable


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Will become the bigger spender segment in 2017 See: http://www.goldmansachs.com/ourthinking/pages/millennials/


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The New Desirable


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FAST


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PERSONAL


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RELEVANT


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HUMAN


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“Customer experience … is a fundamental dimension of how a company competes” Joe Pine


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RESPONSIVE ORGANIZATIONS Aaron Dignan


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“hack together products and services, test them, and improve them”


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“obsessed with company culture and talent, with employees that can imagine, build, and test their own ideas”


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“maniacally focused on customers, hypersensitive to friction… They are open, connected, and build with and for their community of users and coconspirators”


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Transparent Salaries Completely Ditched the Office Experimenting with different forms of team self-management in public


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“Generation X managers popularized the term work-life balance, but millennial managers are seeking a blend of work and life.”


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“The number of branches and people employed in the financial services sector may decline by as much as 50% over the next 10 years, and even in a less harsh scenario I predict they will decline by at least 20%.”


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Market Cap per Employee: Uber: 15 M$ The “average” big corp. bank: 0.6 M$ “…the digital economy is deeply disruptive to the hierarchical management structures that provided middle management, middle-class jobs for most of the twentieth century” Geoffrey Moore


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“anytime we stick a piece of paper in front of a customer it is pure friction, and it certainly won’t allow us to execute revenue or relationship on a mobile phone, iPad or in a self-driving car” Brett King


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“Collapse is simply the last remaining method of simplification” Clay Shirky


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USER CO-PRODUCER EMPLOYEE ?


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“Platforms are essentially bureaucracies for the networked age” Greg Satell BUREOCRACIES Organizing Production PLATFORMS Organizing Interactions


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trust ENABLING SERVICES empowerment DIRECT EXCHANGES


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“as more and more of our activities move onto web and mobile platforms, and these platforms take on increasing governance and stewardship roles, we need to trust that they are doing it in good faith and backed by fair policies. That trust is essential to success.” Nick Grossman - USV


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CREATE VALUE FROM SOCIAL & RELATIONAL CAPITAL


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general intellect


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FIXED CAPITAL COGNITIVE & SOCIAL CAPITAL


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Asset Builders: build, develop, and lease physical assets Service Providers: provide services to customers in form of billable hours Technology Creators: develop and sell intellectual property Network Orchestrators: create a network of peers in which the participants interact and share in the value creation. NETWORK ORCHESTRATORS The latest evolution in business model for interconnected world “Our business model classification and analysis says that Network Orchestrators outperform companies with other business models on several key dimensions: higher valuations relative to their revenues, faster growth, larger profit margins.” (Deloitte and Open Matters Study)


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WE SHAPE OUR TOOLS OUR TOOLS SHAPE US


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The Platform Design Toolkit 2.0 For full context see: bit.ly/PDT20DRAFT


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Platform Owners Stakeholders Partners Peer Producers Peer Consumers players who owns the vision behind the realization of the market and ensure that the platform exists entities that have a specific interest in platform success or failure, in controlling platform externalities and outcomes professional entities that seek to create additional professional value and to collaborate with platform owners with a stronger relationship entities interested in providing value on the supply side of the ecosystem/mark etplace, seeking for a better performance entities interested in consuming, utilizing, accessing the value that the is created through and on the platform


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Used to map all actors in an ecosystem: prioritize entities according to potential impact for platform success, and according to the level of attraction they have for it, and end up with a set of maximum five entities globally (peer consumers, peer producers, partners). Also to be used to track bricks and API’s to be used in building the platform. Link for comments: https://goo.gl/AKDJJK


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Used to dig deep into the motivation that push entities in the ecosystem to participate: helps you track the main advantages in participating in the the ecosystem through the platform (namely, needs they can meet, opportunities they can find and such positive outcomes) and what each entity can “give to” others. Link for comments: https://goo.gl/0NxHd5


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Used to rapidly map the overall platform’s dynamics, important resources and enabling and empowering potential - will help to understand if the platform is doing its job of sustaining the ecosystem in value production, will also help you identify enabling and empowering services that the platforms should provide. Link for comments: https://goo.gl/NMlQcc


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Used to understand better and dig up the the details of the transactions happening in the ecosystem. The use of the transaction matrix is not mandatory but it is of great help in identifying the key elements of each transaction that happens in the ecosystem. Link for comments: https://goo.gl/lYpxQf


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Used to identify who’s to produce the “Core Value Proposition” and the other Value Generation Activities and how such activities impact on external stakeholders and to complement this by thinking how the different entities should be involved in platform steering activities. Link for comments: https://goo.gl/jmeiOU


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…restructure entire markets and industries by designing new platforms and offering powerful incentives to motivate third parties to participate on them. …ecosystems enable the participation of large and small organizations (or individuals) in creating value at a scale beyond the possibilities of a single firm from Deloitte’s “Business ecosystems come of age” ECOSYSTEM DESIGN = SHAPING STRATEGIES


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DESIGN PEOPLE INVENTORIES INFRASTRUCTURES


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disruptors TELECOMS COMMERCE HOME HEALTH RETAIL TRAVEL MOBILITY INCUMBENTS


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Post-Industial


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Post-Industial Capitalism?


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“small things that can set big things in motion” John Hagel


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the bitcoin/blockchain ecosystem as a new design landmark


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a currency as a mean to own a revolution a self emerging infrastructure an insurgent form of democracy


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An Insurance Policy Smart Contract


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“…a cryptographically secure environment redefining how we think about home automation systems, extending popular protocols such as Z-Wave and ZigBee and allowing you to directly rent access to a home or office. The Ethereum Computer brings smart contract technology to the entire home…”


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Programmable Reality (the “Borges” Map) “. . . In that Empire, the Art of Cartography attained such Perfection that the map of a single Province occupied the entirety of a City, and the map of the Empire, the entirety of a Province. In time, those Unconscionable Maps no longer satisfied, and the Cartographers Guilds struck a Map of the Empire whose size was that of the Empire, and which coincided point for point with it. “


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DESIGN Smart Contracts Things


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The next institution could be a Code Snippet


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“The existential crisis of the digital age is not one of personal identity, but institutional purpose” Greg Satell


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3 KEY STEPS to enabling the transformation


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“[technology ] platforms represent the ability to generate multiple revenue streams over the same set of assets [while] currently firms invest on dedicated infrastructures to support one revenue stream with a dedicated set of assets“ 1. BUILD AN AGILE TECNOLOGY PLATFORM Mark McDonald, Accenture


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PARTICIPATIVE SELF MANAGEMENT EMPLOYEE WHOLENESS EVOLUTIVE MISSION 2. EMBRACE A NEW ORGANIZATION MODEL


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3. BUILD INNOVATION CAPABILITIES


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“It will be up to us to ultimately determine how we use that digital technology. Will we use it to narrowly squeeze out all inefficiency in the work we do? Or will we use it to catalyze and amplify the imagination that makes us uniquely human and that could identify entirely new avenues to create fundamentally new sources of value?” John Hagel - Deloitte


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Thanks! Learn how to design platforms bit.ly/PDT20DRAFT www.meedabyte.com 2.0 Draft is out, stay tuned for next official release in Q1 2106: www.platformdesigntoolkit.com


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