Uncertainty as a Business and Design Tool - Morgenbooster
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In today's rapidly evolving world, the relevance of future-proofing your business cannot be overstated. But how do you make change an integral part of your strategy?
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Uncertainty as a Business and Design Tool - Morgenbooster
- 1. Good morning Welcome to 1508
- 2. Mathias Dahl-Spangby Service Designer Kristian Ohm Head of Business Design
- 3. 1508 Business Thinking driven by Design Doing We have 23 years of experience developing strategies, brands, and digital products which areboth user- centric and generate business value, today and tomorrow. 50’ish Designers, UX’ers, Strategists, and Developers 100+ Innovation sprints 500+ Brands, strategies, websites, and apps 45+ Awards → Customers all over Scandinavia
- 4. Let's start with what we do today.
- 5. Design Thinkingis a process for solving problemswhich prioritises the consumer’s needs above all else. It relies on observing, with empathy, how people interact with their environments,and employsan iterative,hands-on approachto creating innovativesolutions. What is Design Thinking?
- 7. Think
- 8. Think Create
- 10. reactive solutions for today’s world Design Thinking inspires to create…
- 11. Climate Consciousness on the rise As is Car design matters Interest in self- driving vehicles
- 12. You want to be more proactive in your solutions? And want to explore the uncertainties of tomorrow? What if
- 13. Futures thinking provides a range of techniques which help you think about the drivers of change that are shaping the possible futures and explore the implications of these for making decisions today – not only about what to do, but how and when to do it. What is Futures Thinking?
- 19. to proactively explore possible probably, plausible and/or preferable, future worlds Futures Thinking inspires…
- 21. Monoptic
- 22. Holoptic
- 23. What if What if car design has become obsolete What if the car is free to use but we’re the product What if we’re designing for a darker world
- 24. The Fundamentals • There is multiple futures • Being proactive • Make up with a present forward mentality • Not avoidbut embrace uncertainty • A iterativeproces
- 25. Futures Thinking is not • A crystal ball • Facts • About being correct • Non-biased
- 26. So, what if we combine Futures and Design Thinking?
- 27. mds@1508.dk
- 28. mds@1508.dk
- 29. mds@1508.dk
- 30. Scan Identify Vision Think Create Build
- 31. The 2035 challenge We are an NGO The Question How might we make donating an engaging digital experience?
- 36. 🫠 🫠
- 38. Design fiction aims to explore potential future scenarios by envisioning them through tangible objects that serve as manifestations of the consequences and indications of change. What is Design Fiction?
- 40. FuturesThinking outputs arenot strategies by themselves Theyindicate an externalchange that thenneeds tobe connectedtoyour internalstrategy.
- 41. Without strategy, Futures Thinking is speculation disconnected from purpose WebelieveBusiness Designis awaytorelate FuturesThinkingtothe currentstrategyand initiatives
- 43. Balancing empathy for your users with empathy for your business A definition of business design
- 44. Design thinking 101 Who has what problem? User Problem User Aspiration Solution
- 45. Business design 101 Who has what problem and why should you solve it? User Problem User Aspiration Solution Strategy
- 46. Let’s see that in practise…
- 47. Imagineagain that weare approachby a charity organisation. They want helpdeveloping a new digital platformfor their members…
- 48. Interpreting strategy What is your strategy and what parts are we adressing? When working with strategy, we often meet various types of ambiguity. Strategic goal Member retention Strategic goal Streamline portfolio Strategic goal Digital sign-up Strategy 2025 Strategy
- 49. Focus areas Digitalfirst Focus areas Ease of use Strategic goal Member retention Strategy 2025 Strategy Interpreting strategy What is your strategy and what parts are we adressing? However tempting, refrain from reformulating the strategy until we have more substance to build upon.
- 50. Focus areas Digitalfirst Prioritising problems What user problems should we solve to realise the strategy? Ensure that user problems: • align with strategy • have clear target groups* • are based on evidence • reflect root causes • are not order-like * Target groups can be both internal and external Strategic goal Member retention Strategy 2025 Strategy User Problem / Existing member ”I donate a monthly amount, but It’s just something automated – like taxes” User Problem / Existing member “I often wonder if my donations just pay for administration” User Problem / Existing member ”I want to pay with MobilePay instead of bank transfers”
- 51. Focus areas Digitalfirst Prioritising problems What user problems should we solve to realise the strategy? Narrow down the number of problems to solve is a necessity – we can’t solve everything, at once. Strategic goal Member retention Strategy 2025 Strategy User Problem / Existing member ”I donate a monthly amount, but It’s just something automated – like taxes” User Problem / Existing member “I often wonder if my donations just pay for administration”
- 52. Focus areas Digitalfirst Informing strategy If these are the problems we want to solve, what is our strategy then? Strategic goal Member retention Strategy 2025 Strategy User Problem / Existing member ”I donate a monthly amount, but It’s just something automated – like taxes” User Problem / Existing member “I often wonder if my donations just pay for administration”
- 53. Focus areas How might we make donating an engaging digital experience? Informing strategy If these are the problems we want to solve, what is our strategy then? Strategic goal Member retention Strategy 2025 Strategy User Problem / Existing member ”I donate a monthly amount, but It’s just something automated – like taxes” User Problem / Existing member “I often wonder if my donations just pay for administration”
- 54. Focus areas How might we make donating an engaging digital experience? Informing strategy If these are the problems we want to solve, what is our strategy then? Strategic goal Improve member relationship Strategy 2025 Strategy User Problem / Existing member ”I donate a monthly amount, but It’s just something automated – like taxes” User Problem / Existing member “I often wonder if my donations just pay for administration”
- 55. Focus areas How might we make donating an engaging digital experience? Creating solutions How do we best solve the user problem at hand? We like to use the user aspiration to clearly define the solution space before embarking on conceptual development workshops and the like. Strategic goal Improve member relationship Strategy 2025 Strategy User Aspiration / Existing member "My contribution to charity is an event that I look forward to" User Problem / Existing member ”I donate a monthly amount, but It’s just something automated – like taxes” User Problem / Existing member “I often wonder if my donations just pay for administration” User Aspiration / Existing member “I understand and care about the impact my donations make”
- 56. Focus areas How might we make donating an engaging digital experience? Creating solutions How do we best solve the user problem at hand? When the solution space is defined, you can either revisit previous ideas or concepts or create new ones through conceptual development workshops, as e.g. a design sprint. Strategic goal Improve member relationship Strategy 2025 Strategy User Aspiration / Existing member "My contribution to charity is an event that I look forward to" User Problem / Existing member ”I donate a monthly amount, but It’s just something automated – like taxes” User Problem / Existing member “I often wonder if my donations just pay for administration” User Aspiration / Existing member “I understand and care about the impact my donations make” Solution Tales from the real world Solution Incentive program Solution Feel good receipt
- 57. Focus areas How might we make donating an engaging digital experience? Strategic goal Improve member relationship Strategy 2025 Strategy User Aspiration / Existing member "My contribution to charity is an event that I look forward to" User Problem / Existing member ”I donate a monthly amount, but It’s just something automated – like taxes” User Problem / Existing member “I often wonder if my donations just pay for administration” User Aspiration / Existing member “I understand and care about the impact my donations make” Solution Tales from the real world Solution Incentive program Solution Feel good receipt Prioritise solutions based on hypotheses Which solutions do we continue with to solve the user problems? Until validated they’re all just hypothetical solutions.
- 58. Userexperience Webelieve [oursolutiontobecomprehended inacertainwaybythe user] Userbehaviour whichwillleadto [the usercommittingtoand applying the solution] Businessimpact andimpact our businessby [movingtheneedleona strategic goal] Prioritise solutions based on hypotheses Which solutions do we continue with to solve the user problems?
- 59. Uncertainty as a business and design tool
- 60. Focus areas How might we make donating an engaging digital experience? Strategic goal Improve member relationship Strategy 2025 Strategy User Aspiration / Existing member "My contribution to charity is an event that I look forward to" User Problem / Existing member ”I donate a monthly amount, but It’s just something automated – like taxes” User Problem / Existing member “I often wonder if my donations just pay for administration” User Aspiration / Existing member “I understand and care about the impact my donations make” Solution Tales from the real world Solution Incentive program Solution Feel good receipt Everything’s a hypothesis The terminology allow us to continuously question if we are… solving the right problems, the right way for the right reasons.
- 61. Focus areas How might we make donating an engaging digital experience? Strategic goal Improve member relationship Strategy 2025 Strategy User Aspiration / Existing member "My contribution to charity is an event that I look forward to" User Problem / Existing member ”I donate a monthly amount, but It’s just something automated – like taxes” User Problem / Existing member “I often wonder if my donations just pay for administration” User Aspiration / Existing member “I understand and care about the impact my donations make” Solution Tales from the real world Solution Incentive program Solution Feel good receipt Pivoting can happen on smaller scales Because we are working within opportunity spaces, we allow ourselves to stray away from concepts that don’t solve our problems as intended. While keeping the overall structure intact.
- 63. Current strategy versus probable futures
- 65. Or doesyourstrategyleave a gap betweenyour organisation andyour desired future?
- 66. We do Futures Design to: • Challengethe tendency to favourthe ”business as usual” future • Collect intelligence • Focus on exploring and learning from the future before considering the present • Create innovativeand creative solutions • Embrace uncertainty • Be pragmatic and hands-on
- 68. Current strategy versus probable futures