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Reinventing Organizations Map. Future of Work: Professional skills needed before 2020 - Ascent. Already now certain skills make a real difference in our current society and professional environment and providing for the skilled with opportunities. And will need even more in the 4th industrial revolution. As talent is a scarce commodity and the knowledge of the workforce is the most valuable asset in organizations, getting the right professionals is a major concern.

Some special skills make the difference in addition to the technical skills of any professional. These skills enable professionals to stand out from the crowd – and prepare for what is to come. Visual analysis and modeling capabilities These capabilities draw heavily on visualizing structures, behavior, and interactions. Visual thinking capabilities Visual thinking research by Linda Kreger Silverman suggests that less than 30% of the population strongly uses visual/spatial thinking, and only about 5% is a visual-spacial thinker, thinking primarily in pictures. Visualization and Visual Communication, 21st-century skills. Why Companies Are Not Startups – Startup Grind – Medium. In the last few years we’ve recognized that a startup is not a smaller version of a large company. We’re now learning that companies are not larger versions of startups. There’s been lots written about how companies need to be more innovative, but very little on what stops them from doing so.

Companies looking to be innovative face a conundrum: Every policy and procedure that makes them efficient execution machines stifles innovation. This first post will describe some of the structural problems companies have; follow-on posts will offer some solutions. Disruption Facing continuous disruption from globalization, China, the Internet, the diminished power of brands, changing workforce, etc., existing enterprises are establishing corporate innovation groups. These groups are adapting or adopting the practices of startups and accelerators — disruption and innovation rather than direct competition, customer development versus more product features, agility and speed versus lowest cost. Finance. The Importance of Cognitive Bias in Experience Design. Digitizing customer journeys and processes: Stories from the front lines. These company examples highlight what some leaders are doing to build new customer experiences.

A compelling customer experience has evolved from a nice-to-have to a necessity in many industries. Winners use standout experiences to attract and retain business while reducing servicing costs and complaints. The rewards can be substantial, but execution is complex, requiring a complete reinvention of customer journeys and supporting processes. Radical though this may sound, “reinvention” is no exaggeration, because digitizing existing processes is seldom if ever the solution. Only when a business has defined what that experience should be can it figure out how to build the processes and technologies needed to support it.

But what does this process of reinvention look like, and how do companies make it work? Designing a customer-centered solution Most institutions understand the importance of a positive customer experience to the bottom line, but few excel at designing or delivering it. KPI (Key Performance Indicator): 6 Tips to Pick the Best KPI's! KPI’s or key performance indicators measure your progress towards your end goal. So, it’s clear that having the right KPI’s are a crucial component to strategy execution success. I see however too many managers getting carried away when they hear the word KPI. Dashboards, traffic lights, …. the more colors, the better. But using KPI’s that way, they can do your organization more harm than good. So the question is: how do you measure strategy progress the right way?

What are the KPI’s you need to track your strategy? Here are 6 important KPI tips to focus on. 6 tips to pick the best KPI’s for your strategy [movie] Here’s a great movie about KPI’s made by visual artist Axelle from Axellerator The best KPI’s for your strategy [list] 1. “What’s the value of measuring speed if you are driving in the wrong direction?” Performance indicators should be deduced from strategic objectives and measure the degree of achievement. Focus your measurement on the outcomes, not the means. Create your own dashboard. The next-generation operating model for the digital world. Companies need to increase revenues, lower costs, and delight customers. Doing that requires reinventing the operating model. Companies know where they want to go. They want to be more agile, quicker to react, and more effective. They want to deliver great customer experiences, take advantage of new technologies to cut costs, improve quality and transparency, and build value.

The problem is that while most companies are trying to get better, the results tend to fall short: one-off initiatives in separate units that don’t have a big enterprise-wide impact; adoption of the improvement method of the day, which almost invariably yields disappointing results; and programs that provide temporary gains but aren’t sustainable. We have found that for companies to build value and provide compelling customer experiences at lower cost, they need to commit to a next-generation operating model. Let’s look at each element of the model and the necessary shifts in more detail: 1. 2. 3. Digitization. Avoiding the seven deadly sins of customer-experience transformations. Efforts to improve the customer experience can deliver tremendous value, but temptations that can undo good intentions lurk in any change program.

Resist seven common missteps. Many businesses are coming to understand that, increasingly, how an organization delivers for its customers is as important as what product or service it provides. But for companies looking to make the customer experience a strategic priority, adopting a customer-centric mind-set can be a struggle. Like many change programs, customer-experience transformations often fail to meet expectations. Our work with organizations of all types has enabled us to study the differences between successful and failed customer-experience transformations. 1.

Many managers enter a transformation with no real vision for the organization’s future state. A leading travel company, for example, spent the first two months of its transformation defining a five-year vision for improving the customer experience. 2. 3. 4. 5. 6. 7. How IDEO Measures Customer Interaction — NOBL Collective - The Future of Work. In startups and small companies, it's easy—if not unavoidable—to talk to your customers on a regular basis, but as companies grow and roles become specialized, customer interaction s often limited to one department.

At IDEO, business designer Ryan Jacoby discourages this by tracking Time Since Last Contact (TLC): how many days it's been since the team interacted with a customer. While your team's number may vary, Jacoby recommends a TLC score of 5 days or fewer. In addition to frequency, Jacoby also suggests using a "Tier" system to measure the intensity of customer interaction, from firsthand experience with power users (Tier 1) to analyzing secondhand survey data (Tier 3). This consistent consumer research means Jacoby's innovation team can anticipate what the customer wants, even before the customer does. Takeaway: Measuring TLC, both on an individual and team basis, reinforces how important direct contact is to understanding, and responding to, your customers' needs. Source. Know Your Customers’ “Jobs to Be Done” For as long as we can remember, innovation has been a top priority—and a top frustration—for leaders. In a recent McKinsey poll, 84% of global executives reported that innovation was extremely important to their growth strategies, but a staggering 94% were dissatisfied with their organizations’ innovation performance.

Most people would agree that the vast majority of innovations fall far short of ambitions. On paper, this makes no sense. Never have businesses known more about their customers. Thanks to the big data revolution, companies now can collect an enormous variety and volume of customer information, at unprecedented speed, and perform sophisticated analyses of it. What has gone so wrong? The fundamental problem is, most of the masses of customer data companies create is structured to show correlations: This customer looks like that one, or 68% of customers say they prefer version A to version B. Why is this misguided? We all have many jobs to be done in our lives. How to start building your next-generation operating model. Each company’s path to a new operating model is unique.

But successful transformations are all constructed with the same set of building blocks. A North American bank took less than two years to shift 30 percent of its in-branch customer traffic to digital channels and dramatically reduce its brick-and-mortar footprint. A European cruise line redesigned and relaunched five core products in nine months to increase digital conversions by three to five times and sales by 150 percent. These companies have been able to transform because they have developed next-generation operating models that provide the speed, precision, and flexibility to quickly unlock new sources of value and radically reduce costs. The operating model of the future combines digital technologies and process-improvement capabilities in an integrated, sequenced way to drastically improve customer journeys and internal processes.

But how? Building blocks of the next-generation operating model. Leverage Points: Places to Intervene in a System - The Solutions Journal. In Brief Editor’s note: Donella Meadows’ Leverage Points is a classic reference for those seeking to implement change. As she tells it, Meadows was at a conference on global trade when it occurred to her that the participants were going about everything the wrong way. “These nice, liberal folks” were trying to control growth with adjustments that were “way too puny!”

She marched up to a flip chart, tossed over a clean page, and wrote a list that later evolved into the twelve leverage points excerpted here. The list has proven influential to leaders across the globe and, by reprinting it, we hope it will help readers effectively address the world’s most pressing problems. Those who would like to read further should consult her Thinking in Systems: A Primer (Chelsea Green, 2008). Key Concepts 12. Solutions Classic How do we change the structure of systems to produce more of what we want and less of that which is undesirable?

As systems become complex, their behavior can become surprising. Redesigning economics based on ecology – Daniel Christian Wahl – Medium. “To make the world work for 100% of humanity in the shortest possible time through spontaneous cooperation without ecological offense or the disadvantage of anyone.” — R. Buckminster Fuller Much of our day-to-day behaviour and cultural activity is structurally determined by our monetary and economic systems.

Their redesign is a crucial enabler of the transition towards a regenerative culture. To transform our economic system(s) at every scale is an audacious salutogenic [health generating] design intervention, yet it is the only way we can effect changes deeply enough to avoid the collapse of civilization and further damage to ecosystems and the biosphere. Q: Is it possible to create a regenerative economic system based on cooperation rather than competition? Q How can lessons from ecology — like symbiosis, circular no-waste systems and whole-systems optimization — inform the redesign of our economic and monetary systems? We are challenged to redesign the plane we are on in mid-flight. The nature of mindsets – Benefit Mindset – Medium. Mindsets shape the lives we lead, the actions we take and the future possibilities of the shared world we live in.

In this primer, we provide an overview of what mindsets are, why they matter and a summary of the 3 basic mindset archetypes. We also share a range of practices you can use to more consciously choose your mindset. What is a Mindset? “Your beliefs become your thoughts, your thoughts become your words, your words become your actions, your actions become your habits, your habits become your values, your values become your destiny.” — Mahatma Gandhi Eight principles can be used to describe the underlying nature of mindsets. 1) Mindsets are unique to everyone No two are the same. 2) Mindsets are created by our experiences They are constructed using judgements and theories about our lived experiences. 3) Mindsets are imperfect models of reality They are over-simplified representations about the way the world works. 4) Mindsets govern our actions 5) Mindsets create our shared world.

What is Systems Change? Key learnings So Far… – Ministry of Change – Medium. It’s been a little over a month now since I joined the School of System Change Basecamp and already it feels like we have covered so much on this deeply fascinating journey into complexity. It’s been refreshing to see that there are so many people working together to really try and effect change on a large scale and make a difference to the future of our planet. I’ve had some amazing conversations with some inspiring people, been introduced to a whole host of powerful tools and had the chance to get my hands dirty putting into practice what I’m learning during my time on the North Camden Zone project.

This is only the beginning of what I’m sure is a long and winding journey, so I’d like to take this opportunity to document some of my key learnings so far, so I can watch them evolve and develop as I continue along my learning path. Complicated Vs Complex: The difference between ‘complicated’ and ‘complex’ was quickly to become very apparent. Although difficult, there is an answer. Putting customer experience at the heart of next-generation operating models. The benefits of improved customer experience can be fleeting unless changes to supporting back-end operations are made, as well.

Digital is reshaping customer experience in almost every sector. Digital first attackers are entering markets with radically new offers, disrupting the ways that companies and customers interact and setting a high bar for simplicity, personalization, and interactivity. To not only stay in the game but capture new sources of value, incumbents will need to reinvent their customer experience. That begins with bringing in data and analytics-based insights about what really matters to customers and how best to deliver it to them.

Some companies fail to capture the full benefits of their improvement efforts because they concentrate on optimizing individual touchpoints rather than tackling the customer experience as customers actually experience it—a complete journey that cuts across multiple functions and channels. Sidebar About the research Bringing it all together. Replacing Personas With Characters – down the rabbit hole – Medium. With some anxieties and motivations defined, let’s move to Purchase-Progress Events. Purchase-Progress Events While your Characters are going about their life with their motivations and anxieties, they are going to experience particular events which will pull them toward a purchase. These are Purchase-Progress Events. Here are the Purchase-Progress Events I experienced: Lately, male celebrities and actors in movies have been wearing more alternative tuxedos — most notably created by Tom Ford.

This has had a ripple effect within the fashion industry and mainstream culture. Leading up to the purchase, I saw advertisements for the latest James Bond movie. I recently read an article in GQ magazine on how to buy a tux. So far, I’ve been experiencing Purchase-Progress Events through the lens of my anxieties and motivations. Purchase-Progress Situations Purchase-Progress Events are passive. Here are the ones I encountered: I had just got married and I met a lot of people. The Stars Of Your Product. Expert worden met een online training | Rake Vragen! Putting Your Company’s Whole Brain to Work. Agility in US national security. De verbeter-kata – Toyota Kata NL. DevOps: geen methode, maar een cultuur. QualityImprovement. Fastcodesign. A leaner public sector. Applying lean production to the public sector. The people power of transformations. Greiner Growth Model of organizational change & evolution | ToolsHero.

The Circular Design Guide. Charter Tool Box: Menu. Use Design Thinking to Build Commitment to a New Idea. Home | ACA Planning Tool. Ahead of the curve: The future of performance management. How We Conduct 1:1s — NOBL Collective - The Future of Work. The A to Z Guide to Culture Decks — NOBL Collective - The Future of Work. Are you really listening to what your customers are saying? The four pillars of distinctive customer journeys. From touchpoints to journeys: Seeing the world as customers do. About Durabilis - Durabilis. Transformation with a capital T.

Omnichannel, not omnishambles. Home - Urban Dynamics. The beginning of system dynamics. Being patient-centric in a digitizing world. How Much Should You Pay for Org Design & Development? Speed Boat. Transformation with a capital T. Sustaining the momentum of a transformation. The role of the chief transformation officer.

Blog - Heather Plett. Nieuwe Adidas-schoen is biologisch afbreekbaar. What makes an article popular on Medium? We analyzed 10,000+ data points to find out – Medium. Sign Up. Poster on Agile in a Nutshell – with a spice of Lean UX. How to apply a design thinking, HCD, UX or any creative process from scratch – Medium. What's Design Thinking & How Can It Help Customer Journey Mapping? Why design thinking is the perfect platform for customer journey mapping. The circular economy: Moving from theory to practice | Sustainability & Resource Productivity.

Cynefin Review Part 7 - Finding Your Place on the Framework - Adventures with Agile. Risk: Seeing around the corners. OD vs OD - ON THE MARK. The changing market for food delivery. Something Extraordinary Is Happening in the World, And Most People Haven't Noticed | Huffington Post. Applying the principles of biomimicry to business: Wiebke Liu at TEDxOlympicBlvdWomen. Resource Handbook.

NOBL. Change Management Plan Template (Example, steps, PPT,....) Nudge | Ethical Systems. Nudge Theory explanation. Design for Social Good. Where machines could replace humans--and where they can’t (yet) Super Human Trends. Why action plans are overrated - Jeroen De Flander. Building a design-driven culture. Optical illusions slow drivers. 7 Rules Driving the Psychology Behind Great Product Design – – User Experience Design.

How Elon Musk Learns Faster And Better Than Everyone Else – The Mission – Medium. What Every Institutional Innovation Program Gets Wrong – NOBL. Hoe groener het hotel overkomt, hoe groener de gasten zich gedragen - Hotels. Linux is 25. Yay! Let’s celebrate with 25 stunning facts about Linux. – Free Code Camp. Three Questions to a More Enlightened Business. The CEO guide to customer experience. Our Approach. 277. Soul & Synapse | Dr. Dan Siegel. Design thinking. Design Is Mainly About Empathy — Track Changes. Waarom de baas van Buurtzorg de baas van Nederland zou moeten zijn. Twisted Studio – Mapping to See Kit: Value-Stream Improvement Workshop for Office and Service Settings. Timeline. Are You and Your Organization Ready to Get Future Fit?

Design Thinking Must Be Future-Empowered - Kedge. Infographic - Design Thinking, Lean UX, Agile | UX Central | Rob Cowie.