Strategy is simple. In its essence, it is about putting together a plan and acting it out. The faster you can act out the plan the quicker you will know if your strategy is working. Unfortunately, some companies tend to plan, and re-plan more than they execute and seem to have forgotten how to act on what is needed and not on what is planned. Oftentimes, the reason is they want to be sure that the plan works before they allocate resources to act it out. The rapid changes we see in today's business environment has an immense potential for organizations who adapt to this new reality. But adapting is not easy. We need to begin thinking about strategy as an ever-changing dynamic hypothesis that needs constant validation through instant market feedback. In this Morgenbooster we want to show you why and how you can start working with strategy in a profoundly new way inspired by the Scandinavian way of form-giving, business thinking and the ancient Egyptians. We call it Design Doing.
14. Deductive: From a general rule to a specific
conclusion (is always true)
Inductive: From a specific observations to
a general conclusion (may be true)
Abductive: From incomplete observations to
best prediction (may be true)
18. 1
3
2
“Companies view design narrowly, focusing on
aesthetics and form: the color, material, and finish
of products.”
”Companies broaden their design emphasis to encompass
end-to-end user experiences.”
”Companies realize that design infuses everything they do;
it transforms the entire company.”
19. Everything around us
is designed
More or less
Products
Services
Processes
Organizations
Strategies
31. the speed of runnners.
prototype different soles and shoes.
reinventing the shoes of athletes especially how the soles touch the ground
will improve the performance of athletes
Improving the performance of athletes
And measure…
To verify that, we will..
We believe that
Hypothesis card
an athlete breaks a world record wearing our shoes.
We are right if…
57. Imagine tracking
outcomes for Mobilepay
HYPOTHESIS
Customer perception
Behavioural patterns
Internal processes
DESIRED OUTCOMES
App is useful and easy to use
Measure: App store ratings between 4-5 stars
More people pay back money to their friends and family
Measure: Increase of transactions below DKK 250
Less cash withdrawals and deposits
Measure: Reduction of cash handling time
64. Marketing Sales Packaging Distribution
Customer
support
We can use Instagram
to inspire people
We can use Instagram
to test new products
before we launch
We can use instagram
to gain knowledge
about our audience
People want to buy
eternal bouquets
online
If we sell giftcard we
will sell more flowers 3
We can peak the
experience by putting a
small chocolate in the
box
We can reduce
amount of complaint
with better packaging
We can successfully
send flowers via mail
Poeple will still buy if
for pakkeshops only
We can always end a
customer interaction
in a positive way
We can use customer
support as a feedback
loop for our product
development
If we’re on several
platforms the
customer always know
how to get in contact
Growth and
scale
We can create an
attractive product for
retail
We can use our data
to direct growth
We can scale this
business model into
distribution centers
Dynamic Roadmap
We can sell more
flowers if our
packaging is pink
We can use customer
feedback to better
our business
If we make a pipck and
collect option people
will use it
People will pay extra
for same day delivery
We can increase
basket size if we show
how you can combine
bouquets
We can get more sales
if people feel social
proof
Wider bouquets are
more attractive
This is an attractive
product for
gasstations
This is an attractive gift
for big corporations
We can increase awareness by
joining other social and discovery
networks such as pinterest
66. the speed of runnners.
prototype different soles and shoes.
reinventing the shoes of athletes especially how the soles touch the ground
will improve the performance of athletes
Improving the performance of athletes
And measure…
To verify that, we will..
We believe that
Hypothesis card
an athlete breaks a world record wearing our shoes.
We are right if…
73. Packaging
We can send flowers in
poster cylinders
We can reduce amount of
complaint with better packaging
We can send flowers in triopac
packaging
We can peak the experience by
putting a small chocolate in
the box
We can sell more flowers if our
packaging is pink
Oliver – partner here at 1508. Doing business development, strategy and whatever else is needed. Prior to 1508. Building startups. Failing and one success.
Nils Oskar –
For the past 4 years…
People calling saying that they needed an app.. Why? Because it’s in our Horizon 2 strategy.
And are you sure you need an app? Yes! But what problem are you trying to fix.
It doesn’t matter it’s in our horizon 2 strategy. Ok.
But let’s try and fall in love with the problem instead of just building something that no one will use.
Vuca world
Tech
Gartner Hype cycle
5-year plans is out
Ivory tower
Executing on an initiative that was planned and decided three years ago seems ridicoulus
Why?
Tech is rapidly changing the world.
And humans are irrational by nature.
Hypotheses is the answer to bridge the gap
Design doing will help you validate hypotheses continously
and get constant market and user feedback
Egypt story
Act on what is needed – not on what is planned.
Learn: This is not something new, but most companies seem to have forgotten
Egypt story
Act on what is needed – not on what is planned.
Learn: This is not something new, but most companies seem to have forgotten
Egypt story
Act on what is needed – not on what is planned.
Learn: This is not something new, but most companies seem to have forgotten
Egypt story
Act on what is needed – not on what is planned.
Learn: This is not something new, but most companies seem to have forgotten
Design doing might be the answer to bridging the gap and validating hypotheses fast and instant.
The perfect way to execute on abductive methods.
Respect for thinking – but this really is doing
Companies that excel at design grow revenues and shareholder returns at nearly twice the rate of their industry peers.
“In the first phase, companies view design narrowly, focusing on aesthetics and form: the color, material, and finish of products.
In the second phase, companies broaden their design emphasis to encompass end-to-end user experiences.
In the final phase, companies realize that design infuses everything they do; it transforms the entire company.”
“In the first phase, companies view design narrowly, focusing on aesthetics and form: the color, material, and finish of products.
In the second phase, companies broaden their design emphasis to encompass end-to-end user experiences.
In the final phase, companies realize that design infuses everything they do; it transforms the entire company.”
This is why I as a person with a background in Law and Economics call myself for a designer.
A few years back every job post had the sentence:
”we are looking for someone with an entrepeneurial mindset. They were actually looking for designers.
Designers that thinks this way.
Respond quickly to changes in human behaviour, society, technology and science.
Trend…
Closing innovation labs. Building internal design capabilities…
One of the cornerstones of design is hypotheses.
Here is a good example.
Phil Knight and Bill Bowermann founded Nike on a deep interest in optimizing athlete’s performance.
Their hypothesis was that optimizing the soles, support and how the shoes touched the ground would give extra speed to the athlete.
They spent years prototyping soles and shoes. For the first prototypes they used a waffle iron to create a new type of knurled rubber sole, from which they themselves sewed interim shoes and tested on runners. It took them 100 attempts, but they did find the sole, which has since not only revolutionized sports footwear, but made running a people's sport.
Phil and Bill had a hypothesis and they tested it rigorously and fast. They mitigated risk by using a waffle iron before investing in expensive manufacturing equipment. Learning from Phil and Bill we can mitigate risk and diverge our strategy before it is too late. But how do we act fast on our hypotheses?
https://www.popularmechanics.com/technology/gadgets/a21841/nike-waffle-iron/
To this day NIKE constantly hypothesize , prototype and test
Jealous
Move from initaitives to hypotheses
Use design doing to validate or invalidate hypotheses
Product-market-fit
Map, design and explore business models
Colleagues showed me this that they had done for one of our customers.
A dynamic roadmap of hypotheses.
Build up of what they called remedy lanes.
Every strategy has a focus area
Business unit (IT, digital, sales, HR)
Trend in the market (Agile, AI etc.)
This is your diagnosis
But remember - it’s user driven
This is your guiding policy
Also user driven.
What is the thing you want your customers to say about your product.
Not initiatives hypotheses
Abductive learning
Output – if you launch the app your job is done - makes people do what is planned
Outcome – what change have your product/service made – makes people do what is needed
Impact – how has this effected the business, humanity and earth – makes people dare to matter
Marginal gains
Case story
Hypothesis to Concept/Prototype to Product
Heavy experiments
Case story
Hypothesis to Concept/Prototype to Product
Heavy experiments
Story: 4 ddw. Ekstra tid. Lav virksomhed. Test test test.