9. UK since 2011
USA since 2010
Spain since 2013
Netherlands since 2007
Germany since 2011
China since 2013
Israel since 2012
Singapore since 2012
Brazil since 2012
Chile since 2010
* Developing
Established
Partners
Uruguay since 2013
Argentina since 2013
Australia since 2013
10. we are a global multidisciplinary team of freethinkers
11. We are featured in
many international
publications.
We are co-author of
the award winning
book This is Service
Design Thinking.
47. opportunity
Understanding what people are trying to do, and invest in
understanding and helping existing customers reach
goals, this will open up a wide range of possibilities.
51. A Consumer Electronics Company
And “being so big, simply surviving
takes up all your time and energy”
52. Build a culture of trust to allow people to collaborate in multidisciplinary
teams, interact with real customers and develop empathy.
Understanding value-creation will lead to new insights and
opportunities.
opportunity
56. a Telco
there is room for a brand that walks the talk, a brand
people trust, no contracts aimed to lock you in,
simple, pay for what you get, without confusing the
hell out of people with bundles or boxes and
providing real service
58. What all these companies share:
Silo’s make them inflexible
Risk-averse culture
Employees feel powerless
No shared values and vision
KPI’s and incentives are not customer centric
Linear mindset
Short-term thinking
No real sense of urgency
They are competing in a sea of sameness
59. What all these companies share:
Silo’s make them inflexible
Risk-averse culture
Employees feel powerless
No shared values and vision
KPI’s and incentives are not customer centric
Linear mindset
Short-term thinking
No real sense of urgency
They are competing in a sea of sameness
60. What all these companies share:
Silo’s make them inflexible
Risk-averse culture
Employees feel powerless
No shared values and vision
KPI’s and incentives are not customer centric
Linear mindset
Short-term thinking
No real sense of urgency
They are competing in a sea of sameness
61. What all these companies share:
Silo’s make them inflexible
Risk-averse culture
Employees feel powerless
No shared values and vision
KPI’s and incentives are not customer centric
Linear mindset
Short-term thinking
No real sense of urgency
They are competing in a sea of sameness
62. What all these companies share:
Silo’s make them inflexible
Risk-averse culture
Employees feel powerless
No shared values and vision
KPI’s and incentives are not customer centric
Linear mindset
Short-term thinking
No real sense of urgency
They are competing in a sea of sameness
63. What all these companies share:
Silo’s make them inflexible
Risk-averse culture
Employees feel powerless
No shared values and vision
KPI’s and incentives are not customer centric
Linear mindset
Short-term thinking
No real sense of urgency
They are competing in a sea of sameness
64. What all these companies share:
Silo’s make them inflexible
Risk-averse culture
Employees feel powerless
No shared values and vision
KPI’s and incentives are not customer centric
Linear mindset
Short-term thinking
No real sense of urgency
They are competing in a sea of sameness
65. What all these companies share:
Silo’s make them inflexible
Risk-averse culture
Employees feel powerless
No shared values and vision
KPI’s and incentives are not customer centric
Linear mindset
Short-term thinking
No real sense of urgency
They are competing in a sea of sameness
66. What all these companies share:
Silo’s make them inflexible
Risk-averse culture
Employees feel powerless
No shared values and vision
KPI’s and incentives are not customer centric
Linear and short-term mindset
Short-term thinking
No real sense of urgency
They are competing in a sea of sameness