In service innovation projects complexities abound, both within the boundaries of the organization and outside of them: value chains have become value networks, target customers have contextual and situational preferences in their complex experience journeys, and interactions with the organization involve many channels and touch points. Customer centricity is a prerequisite but it requires various cross sections through the organization to cooperate smoothly. In his keynote, Erik will discuss the glue that holds these complex processes together. On the basis of case studies from his service design consulting practice, and insights from his teaching at the Delft University of Technology, Erik will dive deeper into how to align various enterprise functions around a shared and actionable vision and towards a coherent and tangible end-result. He will show through analysis of these various cases that a shared, actionable, and congruent enterprise vision is of vital importance for innovation success, and can be steered and managed effectively.

1. intersection conference | april 16th 2014 | erik roscam abbing | zilver innovation |TU delft
designing
branded enterprise
experiences

2. statement1
weallwantexperiences thatare
innovative
seamless
crosschannel
unique
relevant
andthatmakeusheapsofmoney

3. innovation = coherence
statement2

4. coherence = the enterprise brand
statement3

5. the enterprise brand =
a construct that functions as foundation for
sustainable growth if you build it well
statement4

6. that crazy little thing
called!
!
“brand”

16. branding =
building a coherent vision on the relationship an
organization aspires to have with its stakeholders
so…

17. so that’s branding.
okay…

18. innovation
=
coherence & convergence

19. the aesthetics of innovation
:-)

25. WTF?

26. What organizations need is not more ideas.
soseriously….

27. abundance of ideas

29. “Spending more on R&D won’t drive results.The most crucial factors for successful innovation are strategic alignment and a
culture that supports innovation..”
“Companies with both highly aligned innovation cultures and highly aligned innovation strategies have 30 percent higher
enterprise value growth and 17 percent higher profit growth than companies with lower degrees of alignment.”

30. enterpriseproblems
are often:
open
!
complex
!
dynamic
!
networked
!
!
they have fuzzy or no boundaries
!
many elements that are related to each other
!
constantly changing
!
many interdependencies between stakeholders
after Kees Dorst 2013

31. What organizations need is not more ideas.
soseriously….

32. What they need is the rigor, focus and structure
that helps them
kill the bad ideas and grow the good ones
but…

33. What they need is
coherence
yes!

34. coherence
=
the enterprise brand

35. branding =
building a coherent vision on the relationship an
organization aspires to have with its stakeholders
remember?

36. the outside worldthe inside world

37. the outside worldthe inside world
design
implement
research
sense making
sense making
focus

38. the outside worldthe inside world
design
implement
research
sense making
sense making
focus

39. internal drivers for change the customer

40. the enterprise external drivers for change

41. the enterprise the customer

42. viability feasibility
desirability

43. viability feasibility
will they
want it?

44. feasibility
will they
want it?
will we make
money?

45. will they
want it?
will we make
money?
can we
make it?

46. what’s missing?

47. should WE do it?

48. does it match our
BRAND?

51. if we use branding for coherence
innovation becomes more
intrinsic,organic,authentic
so…

52. building brands as
foundation for
experience design

53. Roscam Abbing & Smulders, Advanced design methods for successful innovation, Design United, September 2013

54. let brands emerge from experience design
processes and let them infuse
experience design processes
buildingbrands

55. using service design tools to build a coherent
enterprise brand while developing experience
innovations
finally
icon by dean robert smith the noun project

56. give your internal stakeholders insight and involvement in your design research tools

57. share you primary data with your internal stakeholders

58. take internal stakeholders with you on home interviews

59. don’t generate insights for your internal stakeholders but with your them

60. build personas that are not only inspiring but that can be validated and weighted

61. integrate existing customer metrics into customer journeys to get the left brainers on board ;-)

62. create principles that lead to clear and measurable value for company and customer

63. focus on those touch points where there’s opportunity for relevant differentiation

64. role playing atVirgin Mobile’s Manilla call center. Proto Partners / Zilver project

65. www.zilverinnovation.com
www.branddriveninnovation.com
www.7daysinmylife.com
www.designthenewbusiness.com
erik@zilverinnovation.com
@roscamabbing