1. HYPER ISLAND OMC STOCKHOLM 24-26 SEPT. 2014 HELGE TENN PART I: THE LEARNING ORGANISATION PART II: THE CUSTOMER GAP PART III: BUSINESS DESIGN

2. THIS SLIDESHOW INCLUDES THE SLIDES FROM THREE INTERACTIVE SESSIONS AT ONE HYPER ISLAND OPEN MASTER CLASS IN STOCKHOLM SEPT. 2014 ! THE GOAL IS TO HAVE THE PARTICIPANTS THROUGH DISCUSSIONS AND WORKSHOPS FIND THE ANSWERS THEMSELVES.

3. HYPER ISLAND OMC STOCKHOLM 24-26 SEPT. 2014 HELGE TENN PART I: THE LEARNING ORGANISATION

4. Datainnovation is the output - learning is the input

5. 3 FIRST TYPES OF INSIGHTS - STRUCTURED DATA -

6. 3 FIRST TYPES OF INSIGHTS - STRUCTURED DATA - - HUMAN SCIENCE DATA - SENSEMAKING

7. VIDEO LINK: HTTP://VIMEO.COM/98126564

8. 3 FIRST TYPES OF INSIGHTS - STRUCTURED DATA - - HUMAN SCIENCE DATA - SENSEMAKING

9. 3 FIRST TYPES OF INSIGHTS - STRUCTURED DATA - - UNSTRUCTURED DATA - - HUMAN SCIENCE DATA - SENSEMAKING BIG DATA

10. VIDEO LINK: HTTP://YOUTU.BE/KYG80OP2WHM

11. 3 FIRST TYPES OF INSIGHTS - STRUCTURED DATA - - UNSTRUCTURED DATA - - HUMAN SCIENCE DATA - SENSEMAKING BIG DATA

12. YOUR SOURCES OF INSIGHT STRUCTURED DATA EMPLOYEES UNSTRUCTURED DATA SENSEMAKING CREATING A CULTURE WHERE EMPLOYEES CONTINUOUSLY FUEL THE ORGANIZATION WITH IDEAS AND INSIGHTS INVITING AND INVOLVING CUSTOMERS IN THE CO- CREATION OF OFFERINGS EXISTING AND ACCESSIBLE OWNED DATA FROM SPREADSHEETS OR DATABASES UNORGANIZED DATA. EXTERNAL SOURCES. OFTEN OUTSIDE OF THE TRADITIONAL FIELD OF VIEW OF RESEARCH. THE HUMAN SCIENCE APPROACH TO UNDERSTANDING CUSTOMERS. OBSERVING WITHOUT HYPOTHESIS. A SITUATIONAL APPROACH CUSTOMER CENTRICITY RAPID EVALUATION LAUNCHING AND LEARNING FROM IDEAS LIVE IN THE MARKETPLACE TESTING THEM ON CONSUMERS AS REAL IDEAS/OFFERINGS CO-CREATION UNSTRUCTURED DATA SENSEMAKING EMPLOYEES CUSTOMERS CO-CREATION RAPID EVALUATION STRUCTURED DATA DESIGNING SERVICES IN ORDER TO COLLECT BRAND NEW TYPES OF DATA SERVICES AND TOOLS

13. A WHOLE NEW INNOVATION BALL GAME THROUGH CREATIVE CO_CREATION

14. YOUR SOURCES OF INSIGHT STRUCTURED DATA EMPLOYEES UNSTRUCTURED DATA SENSEMAKING CREATING A CULTURE WHERE EMPLOYEES CONTINUOUSLY FUEL THE ORGANIZATION WITH IDEAS AND INSIGHTS INVITING AND INVOLVING CUSTOMERS IN THE CO- CREATION OF OFFERINGS EXISTING AND ACCESSIBLE OWNED DATA FROM SPREADSHEETS OR DATABASES UNORGANIZED DATA. EXTERNAL SOURCES. OFTEN OUTSIDE OF THE TRADITIONAL FIELD OF VIEW OF RESEARCH. THE HUMAN SCIENCE APPROACH TO UNDERSTANDING CUSTOMERS. OBSERVING WITHOUT HYPOTHESIS. A SITUATIONAL APPROACH CUSTOMER CENTRICITY RAPID EVALUATION LAUNCHING AND LEARNING FROM IDEAS LIVE IN THE MARKETPLACE TESTING THEM ON CONSUMERS AS REAL IDEAS/OFFERINGS CO-CREATION UNSTRUCTURED DATA SENSEMAKING EMPLOYEES CUSTOMERS CO-CREATION RAPID EVALUATION STRUCTURED DATA DESIGNING SERVICES IN ORDER TO COLLECT BRAND NEW TYPES OF DATA SERVICES AND TOOLS

15. INSIGHT: YOUR JOB IS NOT TO FIGURE OUT HOW DATA WORKS - BUT TO UNDERSTAND THAT YOU CAN ASK COMPLETELY NEW QUESTIONS IN ORDER TO UNDERSTAND THE CUSTOMER AND THE JOB THEY ARE DOING. THE GOAL IS TO BE AS CREATIVE WHEN IT COMES TO FIGURING OUT WHICH QUESTIONS YOU ASK AS YOU ARE WHEN TRYING TO FIGURE OUT WHICH NEW PRODUCTS TO INVENT.

16. HYPER ISLAND OMC STOCKHOLM 24-26 SEPT. 2014 HELGE TENN PART I: THE LEARNING ORGANISATION

17. HYPER ISLAND OMC STOCKHOLM 24-26 SEPT. 2014 HELGE TENN PART II: THE CUSTOMER GAP

18. WHAT IS THE CHANGE?QUESTION

19. -THE CUSTOMER GAP-

20. -THE CUSTOMER GAP- WHICH GAP EXIST BETWEEN YOU AND YOUR CUSTOMERS, AND WHICH GAPS DO YOU ANTICIPATE WITHIN THE NEXT THREE YEARS? DISCUSS

21. [HAPPENS WHEN ORGANISATIONS HAVE REDUNDANT METHODS (COMMON ARE WORLDVIEW, SILOS, GOALS AND MANAGEMENT) TO OPERATE OR TOOLS TO UNDERSTAND THE WORLD]

22. THE JOB-TO-BE-DONE

23. THE JOB-TO-BE-DONE WHY IS IT MORE IMPORTANT TO UNDERSTAND WHAT PEOPLE ARE DOING AS OPPOSED TO WHO THEY ARE? DISCUSS

24. VIDEO LINK: HTTP://YOUTU.BE/F84LYMES67Y

25. HOW WOULD YOU IMPROVE THE MILKSHAKE?QUESTION

26. TASK -HOW WOULD YOU IDENTIFY OR CATEGORISE YOUR CUSTOMERS? - HOW WOULD IT HELP YOU IMPROVE PRODUCTS OR SERVICES? - HOW DOES IT HELP YOU EARN BRAND NEW MONEY? QUESTION: METHOD: INTERVIEW EACH OTHER ON JOBS_TO_BE_DONE APPLIED IN YOUR COMPANY - TWO AND TWO

27. TASK AS CONSUMERS - TO WHICH JOB ARE YOU HIRING THESE COMPANIES/ORGANISATIONS? QUESTION: IN THE GROUPS FOR FOUR MINUTES: - PICK TWO LOGOS AND DISCUSS METHOD: WHENI'M IWANTTO SOTHATICAN (SITUATION) (MOTIVATION) (ROOTCAUSE/AMBITION)

28. TASK A. IN YOUR GROUPSMETHOD:

29. TASK A. FORM GROUPS OF THREE B. EVERYBODY STAND UP - PICK THE PERSON OF MEDIUM HEIGHT METHOD:

30. TASK A. FORM GROUPS OF THREE B. EVERYBODY STAND UP - PICK THE PERSON OF MEDIUM HEIGHT C. THIS PERSON FINDS A PRODUCT SHE/HE IS HIGHLY PASSIONATE ABOUT - NOT YOUR OWN! METHOD:

31. TASK A. FORM GROUPS OF THREE B. EVERYBODY STAND UP - PICK THE PERSON OF MEDIUM HEIGHT C. THIS PERSON FINDS A PRODUCT SHE/HE IS HIGHLY PASSIONATE ABOUT D. THE OTHER PEOPLE ARE GOING TO INTERVIEW HER/HIM IN ORDER TO FIGURE OUT WHICH JOBS SHE/HE IS HIRING THE PRODUCT FOR. METHOD:

32. TASK A. FORM GROUPS OF THREE B. EVERYBODY STAND UP - PICK THE PERSON OF MEDIUM HEIGHT C. THIS PERSON FINDS A PRODUCT SHE/HE IS HIGHLY PASSIONATE ABOUT D. THE TWO OTHER PEOPLE ARE GOING TO INTERVIEW HER/HIM IN ORDER TO FIGURE OUT WHICH JOBS SHE/HE IS HIRING THE PRODUCT FOR. E. EXHAUST THE PERSON - AND THEN SOME - ONLY THROUGH EXHAUSTIVE QUESTIONING, ASKING WHY AND FINDING CREATIVE WAYS TO EXPLORE THE MIND OF THE PERSON BEING INTERVIEWED WILL WE FIND VALUABLE ANSWERS. METHOD:

33. TASK A. IN THE SAME GROUP AND WITH THE SAME PERSON BEING INTERVIEWED - EXPLORE THE METHOD FURTHER. B. UNDERSTAND THE JOB IN ACCORDANCE WITH THE DIFFERENT ELEMENTS METHOD:

34. 8BARRIERS What are the pains in the job the product or service is solving? MOTIVATION What motivated the customer to pull the product into their life? The last time they did the job and didnt use the product - what did they use? GAINS ROOT CAUSE / AMBITION What is the root cause for the customer doing the job? RESCUE What assets in todays job could be set free and digitized? BYPASS What process in todays job could as well be skipped? RECONFIGURE INDIVIDUALIZATION What would the customer gain from individual tailoring of the product? SUPPORT LONGEVITY What would the customer gain from the company helping with the job every day / in their every day processes? #ROLE SOCIAL What is the social role of the job? #ROLE FUNCTIONAL What is the functional role of the job? #ROLE EMOTIONAL What is the emotional role of the job? JOB_TO_BE_DONE In the customers words - what is the job they are doing that causes them to pull the product or service into their life? THE CUSTOMER_JOB_TO_BE_DONE CANVAS- HT_PROTOTYPE_002 The Customer_Job_To_Be_Done Canvas is built on the ideas of Clayton M. Christensen, Scott D. Anthony, Gerald Berstell and Denise Nitterhouse in their MIT Sloan Management Review Article Finding The Right Job For Your Product. It is also extended/inuenced by Shoshana Zuboffs McKinsey Quarterly Article Creating Value in The Age of Distributed Capitalism. THIS TOOL IS A PROTOTYPE. NEVER USE IT AS IT IS. BUT UNDERSTAND IT, YOUR OWN SITUATION AND CUSTOMER JOBS - AND THEN REDESIGN IT TO YOUR INDIVIDUAL NEEDS. GOOD LUCK SITUATION/LIFECYCLE What, where, when and why did the job occur? As a decision journey or as a part of the customers everyday processes? HELGE TENN HELGETENNO.COM THE JOB THE CUSTOMER THE OPPORTUNITIES

35. TASK FOR FIFTEEN MINUTES - EXPLORE THE MODEL, FIND SOME ANSWERS. ! PRESENT TO THE REST OF THE CLASS WHICH BOXES YOU CHOSE AND WHICH ANSWERS YOU FOUND.

36. 8BARRIERS What are the pains in the job the product or service is solving? MOTIVATION What motivated the customer to pull the product into their life? The last time they did the job and didnt use the product - what did they use? GAINS ROOT CAUSE / AMBITION What is the root cause for the customer doing the job? RESCUE What assets in todays job could be set free and digitized? BYPASS What process in todays job could as well be skipped? RECONFIGURE INDIVIDUALIZATION What would the customer gain from individual tailoring of the product? SUPPORT LONGEVITY What would the customer gain from the company helping with the job every day / in their every day processes? #ROLE SOCIAL What is the social role of the job? #ROLE FUNCTIONAL What is the functional role of the job? #ROLE EMOTIONAL What is the emotional role of the job? JOB_TO_BE_DONE In the customers words - what is the job they are doing that causes them to pull the product or service into their life? THE CUSTOMER_JOB_TO_BE_DONE CANVAS- HT_PROTOTYPE_002 The Customer_Job_To_Be_Done Canvas is built on the ideas of Clayton M. Christensen, Scott D. Anthony, Gerald Berstell and Denise Nitterhouse in their MIT Sloan Management Review Article Finding The Right Job For Your Product. It is also extended/inuenced by Shoshana Zuboffs McKinsey Quarterly Article Creating Value in The Age of Distributed Capitalism. THIS TOOL IS A PROTOTYPE. NEVER USE IT AS IT IS. BUT UNDERSTAND IT, YOUR OWN SITUATION AND CUSTOMER JOBS - AND THEN REDESIGN IT TO YOUR INDIVIDUAL NEEDS. GOOD LUCK SITUATION/LIFECYCLE What, where, when and why did the job occur? As a decision journey or as a part of the customers everyday processes? HELGE TENN HELGETENNO.COM THE JOB THE CUSTOMER THE OPPORTUNITIES

37. TASK FOR TWO MINUTES DISCUSS THE JOB YOU WANT TO PRESENT AND DECIDE ON THE PERSON PRESENTING METHOD:

38. HYPER ISLAND OMC STOCKHOLM 24-26 SEPT. 2014 HELGE TENN PART II: THE CUSTOMER GAP

39. HYPER ISLAND OMC STOCKHOLM 24-26 SEPT. 2014 HELGE TENN PART III: BUSINESS DESIGN

40. WHY SHOULD CUSTOMERS CARE ABOUT YOUR PRODUCT? DISCUSS

41. JOIN INTO GROUPS ! IF YOU ARE MORE THAN ONE FROM ONE COMPANY - GET TOGETHER WITH THE OTHERS IN YOUR COMPANY ! IF YOU ARE ONE - GET TOGETHER WITH OTHERS FROM THE SAME OR SIMILAR INDUSTRY 2-4 IN EACH GROUP ! THE REST CREATE OPEN GROUPS 2-4 PEOPLE IN EACH GROUP TASK:

42. IN GROUPS - FIGURE OUT CREATE YOUR OWN COMPANYS COMPETITOR USING A CUSTOMER CENTRIC APPROACH TASK: USE JOBS_TO_BE_DONE - FIND THE CORE AMBITION INCENTIVISING YOUR CUSTOMERS TO HIRE YOUR COMPANY, PRODUCT OR SERVICE. 1. CUSTOMER JOB-2B-DONE: THE VALUE PROPOSITION IS HOW THE COMPANY SOLVES THE JOB PRODUCING WHICH UNIQUE VALUE. CUSTOMER AMBITION + COMPANYS ABILITIES 2. VALUE PROPOSITION: WHAT DO YOU NEED TO DELIVER TO ACCOMMODATE THE JOB WITH YOUR VALUE PROPOSITION? 3. DELIVERY: WITH NO CHANCE OF FAILURE!! WHAT DO YOU NEED TO DELIVER TO ACCOMMODATE THE JOB WITH YOUR VALUE PROPOSITION? PROPOSITION HOW THE COMPANY SOLVES THE JOB PRODUCING WHICH UNIQUE VALUE. CUSTOMER AMBITION + COMPANYS ABILITIES 2. VALUE 3. DELIVERY JOB-TO-BE-DONE INCLUDES ROOT CAUSE 1. CUSTOMER COMPANYS ABILITIES CUSTOMER JOB_TO_BE_DONE COMPETITORS OFFERINGS

43. WHAT DO YOU NEED TO DELIVER TO ACCOMMODATE THE JOB WITH YOUR VALUE PROPOSITION? PROPOSITION HOW THE COMPANY SOLVES THE JOB PRODUCING WHICH UNIQUE VALUE. CUSTOMER AMBITION + COMPANYS ABILITIES 2. VALUE 3. DELIVERY JOB-TO-BE-DONE INCLUDES ROOT CAUSE 1. CUSTOMER COMPANYS ABILITIES CUSTOMER JOB_TO_BE_DONE COMPETITORS OFFERINGS CUSTOMER CENTRIC BUSINESS PROPOSITION & DELIVERIES - START IN THE MIDDLE AND WORK OUTWARDS -

44. An example of a VALUE PROPOSITION We help clients move in the pace of technology, the market and their customers. ! By dismantling preconceived ideas, thinking, creating and delivering on business strategy and customer insight, designing and operating the offerings they need to stay in motion, competitive and attractive to 21st century customer demands and be ground breaking in the industries they are shaping. COMPANYS ABILITIES CUSTOMER JOB_TO_BE_DONE COMPETITORS OFFERINGS

45. TASK IN GROUPS CREATE YOUR OWN COMPANYS COMPETITORS BUSINESS MODEL TASK:

46. HYPER ISLAND OMC STOCKHOLM 24-26 SEPT. 2014 HELGE TENN PART III: BUSINESS DESIGN