Design Thinking and the End of Competitive Advantage

Even the most technology corporations are no longer in the business of just building software. We are increasingly moving into a world of enabling efficient social and business interactions, merely mediated by software. Building superior technology will not determine future business success. Instead, leveraging often commoditized technology to orchestrate connected customers toward new and efficient value-creating interactions will hold the key to the business models of the future. We already use many practices, tools and principles that balance human, commercial and technical realities in solving problems. Design thinking will help bridging the differences in scope, motivation and application of these design and development practices. This will provide for a shared context for human-centered design and technology professionals alike. In the end, holistic experiences can only be staged by a holistic organizations.

Transcript

1. OFFICE OF EXPERIENCE DESIGN. Published 2016 by 0xD in Amsterdam. THE DESIGNFUL COMPANY
2. RON KERSIC ENTERPRISE ARCHITECT ING DOMESTIC BANK
3. Published 2016 by 0xD in Amsterdam. Brand Category Brand Value 2015 $M Brand Contribution Brand Value % change 2015 vs 2014 Rank change 1 Technology 246,992 4 67% 1 2 Technology 173,652 4 9% -1 3 Technology 115,500 4 28% 1 4 Technology 93,987 4 -13% -1 5 Payments 91,962 4 16% 2 6 Telecom Providers 89,492 3 15% 2 7 Telecom Providers 86,009 3 36% 4 8 Soft Drinks 83,841 5 4% -2 9 Fast Food 81,162 4 -5% -4 10 Tobacco 80,352 3 19% -1 11 Technology 76,572 5 43% 3 12 Technology 71,121 4 99% 9 13 Retail 66,375 2 NEW ENTRY 14 Retail 62,292 4 -3% -4 15 Telecom Providers 59,895 4 20% 0 16 Regional Banks 59,310 3 9% -3 TOP 100 MOST VALUABLE GLOBAL BRANDS 2015
4. Published 2016 by 0xD in Amsterdam. Brand Category Brand Value 2015 $M Brand Contribution Brand Value % change 2015 vs 2014 Rank change 1 Technology 246,992 4 67% 1 2 Technology 173,652 4 9% -1 3 Technology 115,500 4 28% 1 4 Technology 93,987 4 -13% -1 5 Payments 91,962 4 16% 2 6 Telecom Providers 89,492 3 15% 2 7 Telecom Providers 86,009 3 36% 4 8 Soft Drinks 83,841 5 4% -2 9 Fast Food 81,162 4 -5% -4 10 Tobacco 80,352 3 19% -1 11 Technology 76,572 5 43% 3 12 Technology 71,121 4 99% 9 13 Retail 66,375 2 NEW ENTRY 14 Retail 62,292 4 -3% -4 15 Telecom Providers 59,895 4 20% 0 16 Regional Banks 59,310 3 9% -3 TOP 100 MOST VALUABLE GLOBAL BRANDS 2015
5. Published 2016 by 0xD in Amsterdam. Brand Category Brand Value 2015 $M Brand Contribution Brand Value % change 2015 vs 2014 Rank change 1 Technology 246,992 4 67% 1 2 Technology 173,652 4 9% -1 3 Technology 115,500 4 28% 1 4 Technology 93,987 4 -13% -1 5 Payments 91,962 4 16% 2 6 Telecom Providers 89,492 3 15% 2 7 Telecom Providers 86,009 3 36% 4 8 Soft Drinks 83,841 5 4% -2 9 Fast Food 81,162 4 -5% -4 10 Tobacco 80,352 3 19% -1 11 Technology 76,572 5 43% 3 12 Technology 71,121 4 99% 9 13 Retail 66,375 2 NEW ENTRY 14 Retail 62,292 4 -3% -4 15 Telecom Providers 59,895 4 20% 0 16 Regional Banks 59,310 3 9% -3 TOP 100 MOST VALUABLE GLOBAL BRANDS 2015
6. Published 2016 by 0xD in Amsterdam. Brand Category Brand Value 2015 $M Brand Contribution Brand Value % change 2015 vs 2014 Rank change 1 Technology 246,992 4 67% 1 2 Technology 173,652 4 9% -1 3 Technology 115,500 4 28% 1 4 Technology 93,987 4 -13% -1 5 Payments 91,962 4 16% 2 6 Telecom Providers 89,492 3 15% 2 7 Telecom Providers 86,009 3 36% 4 8 Soft Drinks 83,841 5 4% -2 9 Fast Food 81,162 4 -5% -4 10 Tobacco 80,352 3 19% -1 11 Technology 76,572 5 43% 3 12 Technology 71,121 4 99% 9 13 Retail 66,375 2 NEW ENTRY 14 Retail 62,292 4 -3% -4 15 Telecom Providers 59,895 4 20% 0 16 Regional Banks 59,310 3 9% -3 TOP 100 MOST VALUABLE GLOBAL BRANDS 2015 Technology Technology Technology
7. Published 2016 by 0xD in Amsterdam. MARCH 10, 2000 AUG. 1, 2006 Microsoft $507B Cisco $452 Intel $402 Vodafone $371 GE $432 Exxon $413B GE $336 Gazprom $244 Citigroup $240 Microsoft $245 Exxon $392B Apple $368 ICBC $240 Shell $229 PetroChina $290 Apple $571B Alphabet $540 Amazon $364 Facebook $357 Microsoft $441 AUG. 1, 2011 AUG. 1, 2016 1 2 3 4 5 March 10 was the Nasdaq peak during the dot-com bubble. Market caps are not adjusted for inflation.
8. SOFTWARE IS EATING THE WORLD
9. SOFTWARE IS EATING THE WORLD Every major industry is becoming software-driven
10. ATE THE WORLD SOFTWARE
11. SOFTWARE INTERNET ATE THE WORLD
12. SOFTWARE INTERNET MOBILE ATE THE WORLD
13. DIGITALISATION
14. DIGITALISATION IS EATING THE WORLD.
17. SOFTWARE IS A COMMODITY
18. COMPETING ON EXPERIENCES SOFTWARE IS A COMMODITY
19. COMPETING ON EXPERIENCES DIRECT COMPETITORS Sell Products that compete with ours
20. EXPERIENTIAL DIRECT COMPETITORS Sell Products that compete with ours Sell Experiences that replace ours PayPal TransferWise Apple Pay COMPETING ON EXPERIENCES
21. EXPERIENTIAL DIRECT COMPETITORS Sell Products that compete with ours Sell Experiences that replace ours PayPal TransferWise Apple Pay #fintech COMPETING ON EXPERIENCES
23. EXPERIENTIAL DIRECT COMPETITORS Sell Products that compete with ours Sell Experiences that replace ours PayPal TransferWise Apple Pay #fintech COMPETING ON EXPERIENCES
24. PERCEPTUAL EXPERIENTIAL DIRECT COMPETITORS Sell Products that compete with ours Sell Experiences that replace ours Change Expectations our customers have PayPal TransferWise Apple Pay Amazon Uber AirBnB #fintech COMPETING ON EXPERIENCES
25. PERCEPTUAL EXPERIENTIAL DIRECT COMPETITORS Sell Products that compete with ours Sell Experiences that replace ours Change Expectations our customers have EXPERIENCE CHASM COMPETING ON EXPERIENCES
26. EXPERIENCE CHASM A cultural shift of everything competing with everything and expectations transcending traditional boundaries. COMPETING ON EXPERIENCES
30. COMPETING ON EXPERIENCES COMPETING IN ARENAS
31. COMPETING IN ARENAS NOT INDUSTRIES
32. fully grown business model ARENAS. NOT INDUSTRIES
33. A B C newly launched business model sun-setting business model ARENAS. NOT INDUSTRIES
34. Material Growth Not Material High Growth Low Growth Mature Emerging Declining ARENAS. NOT INDUSTRIES
35. A B C 1.Shape the definition of ‘value’ 2.Deliver on that promise at a global scale 3.Raise the bar on the expectation of ‘value’ 4.Repeat ARENAS. NOT INDUSTRIES
36. A B C 1.Shape the definition of ‘value’ 2.Deliver on that promise at a global scale 3.Raise the bar on the expectation of ‘value’ 4.Repeat ARENAS. NOT INDUSTRIES
37. A B C 1.Shape the definition of ‘value’ 2.Deliver on that promise at a global scale 3.Raise the bar on the expectation of ‘value’ 4.Repeat 43M
38. A B C 1.Shape the definition of ‘value’ 2.Deliver on that promise at a global scale 3.Raise the bar on the expectation of ‘value’ ARENAS. NOT INDUSTRIES
39. A B C Platform at Scale Standardised, commoditised Low variety, high reusability https://content.ing.io/ ARENAS. NOT INDUSTRIES
40. https://content.ing.io/ ARENAS. NOT INDUSTRIES A B C Business ‘R&D’ High variety, low reusability
41. A B C 1.Shape the definition of ‘value’ 2.Deliver on that promise at a global scale 3.Raise the bar on the expectation of ‘value’ 4.Repeat B ARENAS. NOT INDUSTRIES Business ‘R&D’ High variety, low reusability
42. DOING THE THING RIGHT DOING THE RIGHT THING
43. DEVELOP DELIVER DOING THE THING RIGHT AGILE SOFTWARE DEVELOPMENT SOLUTION VISION & PLAN
44. DISCOVER DEFINE DEVELOP DELIVER DOING THE RIGHT THING DOING THE THING RIGHT DESIGN THINKING AGILE SOFTWARE DEVELOPMENT SOLUTION TRIGGER VISION & PLAN
45. DOING THE RIGHT THING DOING THE THING RIGHT DESIGN THINKING AGILE SOFTWARE DEVELOPMENT SOLUTION DISCOVER DEFINE DEVELOP DELIVER TRIGGER VISION & PLAN
46. SERVICE DESIGN THINKING
 TOOLBOX
47. STAKEHOLDER MAPS, SERVICE SAFARIS, SHADOWING, CUSTOMER JOURNEYS, CONTEXTUAL INTERVIEWS, THE FIVE WHYS, CULTURAL PROBES, MOBILE ETHNOGRAPHY, SERVICE BLUEPRINTS, A DAY IN THE LIFE, EXPECTATION MAPS, PERSONAS, IDEA GENERATION, WHAT IF…, DESIGN SCENARIOS, STORYBOARDS, DESKTOP WALKTHROUGH, SERVICE PROTOTYPES, SERVICE STAGING, CO-CREATION, STORYTELLING, SERVICE ROLE-PLAY, CUSTOMER LIFECYCLE MAPS, BUSINESS MODEL CANVAS, HOW- MIGHT WE QUESTIONS, WHY-HOW LADDER, POWERS OF TEN
48. STAKEHOLDER MAPS, SERVICE SAFARIS, SHADOWING, CUSTOMER JOURNEYS, CONTEXTUAL INTERVIEWS, THE FIVE WHYS, CULTURAL PROBES, MOBILE ETHNOGRAPHY, SERVICE BLUEPRINTS, A DAY IN THE LIFE, EXPECTATION MAPS, PERSONAS, IDEA GENERATION, WHAT IF…, DESIGN SCENARIOS, STORYBOARDS, DESKTOP WALKTHROUGH, SERVICE PROTOTYPES, SERVICE STAGING, CO-CREATION, STORYTELLING, SERVICE ROLE-PLAY, CUSTOMER LIFECYCLE MAPS, BUSINESS MODEL CANVAS, HOW- MIGHT WE QUESTIONS, WHY-HOW LADDER, POWERS OF TEN
49. EXPERIENCES SERVICES GOODS COMMODITIES
50. EXPERIENCES SERVICES GOODS COMMODITIES STAGED MEMORABLE PERSONAL DELIVERED INTANGIBLE CUSTOMIZED
51. Published 2016 by 0xD in Amsterdam. Brand Category Brand Value 2015 $M Brand Contribution Brand Value % change 2015 vs 2014 Rank change 1 Technology 246,992 4 67% 1 2 Technology 173,652 4 9% -1 3 Technology 115,500 4 28% 1 4 Technology 93,987 4 -13% -1 5 Payments 91,962 4 16% 2 6 Telecom Providers 89,492 3 15% 2 7 Telecom Providers 86,009 3 36% 4 8 Soft Drinks 83,841 5 4% -2 9 Fast Food 81,162 4 -5% -4 10 Tobacco 80,352 3 19% -1 11 Technology 76,572 5 43% 3 12 Technology 71,121 4 99% 9 13 Retail 66,375 2 NEW ENTRY 14 Retail 62,292 4 -3% -4 15 Telecom Providers 59,895 4 20% 0 16 Regional Banks 59,310 3 9% -3 TOP 100 MOST VALUABLE GLOBAL BRANDS 2015 Technology Technology Technology
52. Published 2016 by 0xD in Amsterdam. Brand Category Brand Value 2015 $M Brand Contribution Brand Value % change 2015 vs 2014 Rank change 1 Technology 246,992 4 67% 1 2 Technology 173,652 4 9% -1 3 Technology 115,500 4 28% 1 4 Technology 93,987 4 -13% -1 5 Payments 91,962 4 16% 2 6 Telecom Providers 89,492 3 15% 2 7 Telecom Providers 86,009 3 36% 4 8 Soft Drinks 83,841 5 4% -2 9 Fast Food 81,162 4 -5% -4 10 Tobacco 80,352 3 19% -1 11 Technology 76,572 5 43% 3 12 Technology 71,121 4 99% 9 13 Retail 66,375 2 NEW ENTRY 14 Retail 62,292 4 -3% -4 15 Telecom Providers 59,895 4 20% 0 16 Regional Banks 59,310 3 9% -3 TOP 100 MOST VALUABLE GLOBAL BRANDS 2015 Ecosystem Ecosystem Ecosystem Ecosystem Ecosystem Ecosystem Ecosystem Ecosystem Ecosystem
53. DESIGN THINKING IN TECH STRATEGY AND VISION EXECUTION DESIGN EXECUTES STRATEGY
54. DESIGN THINKING IN TECH DESIGN EXECUTES STRATEGY SILO ONE SILO TWO SILO THREE STRATEGY AND VISION EXECUTION DESIGN BRIDGES SILOS
55. DESIGN THINKING IN TECH DESIGN EXECUTES STRATEGY SILO ONE SILO TWO SILO THREE STRATEGY AND VISION EXECUTION DESIGN SHAPES STRATEGY ERIC ROSCAM ABBING
57. ron.kersic@ing.nl NL/CIO/EA @absynthmind
58. OFFICE OF EXPERIENCE DESIGN. Published 2016 by 0xD in Amsterdam. THE DESIGNFUL COMPANY