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Fjord 2014 Trends

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Every year, Fjord comes together to brainstorm the key trends in service design that will transform what we do, our clients’ businesses, and the way we live.

This year, our new colleagues at Accenture Interactive also joined us. The result is our combined thoughts on the major trends that will shape business and society in the year to come.

We believe that 2014 will bring even more transformation, disruption, and delight to organizations and their audiences. Our hope is that our 2014 Trends will motivate, inspire, and provide actionable insights to move businesses and society forward.

If you would like a customized presentation by Fjord on the trends and how to stay ahead of the curve, please get in touch at fjord.marketing@accenture.com.

You can also view the Fjord 2014 Trends and add your comments on trends.fjordnet.com

Veröffentlicht in: Business, Technologie

Fjord 2014 Trends

  2. 2. TRENDS 2014 Every year, Fjord comes together to brainstorm the key trends in service design that will transform what we do, our clients’ businesses, and the way we live. This year, our new colleagues at Accenture Interactive also joined us. The result is our combined thoughts on the major trends that will shape business and society in the year to come. We believe that 2014 will bring even more transformation, disruption, and delight to organizations and their audiences. Underpinning these trends are three core themes that will impact everyone.
  3. 3. Old businesses will become new. Traditionally non-digital businesses will have to reinvent themselves to consider the role of digital services in their organizations. As people embrace more digital lifestyles, every business must become a digital business. We’re entering the age of Living Services. With more things becoming connected, the living services wave will radically shape people’s lives and expectations. Brands must deliver services that are contextually aware, learn about us, maintain relevance in our lives, and meet our evolving needs. Change will beget change. Digital innovation does not happen on its own or without consequences. For radical departures from convention, watch for gaps in between ideas, but be wary that hyped developments often struggle to adapt to existing systems and economic reality. Our hope is that our 2014 Trends will motivate, inspire, and provide actionable insights to move businesses and society forward. We call that Design at the Heart.
  4. 4. IN CONVERSATION WITH OBJECTS UNDERWRITING DIGITAL YOU ARE THE INTERFACE WHAT PRESCRIPTION DOES THE HEALTHCARE INDUSTRY NEED? LIVING ARROWS EVERY PRODUCT IS A SERVICE WAITING TO HAPPEN THE DISTRIBUTED HOME TO SERVE OR NOT TO SERVE INVISIBLE MONEY TELCO 3.0 TRENDS 2014 conversation with objects underwriting digital every product is a service To serve or not to serve Telco 3.0 Big is Backwhat RX does healthcare need? you are the interface living arrows the distributed home invisible money conversation with objects underwriting digital every product is a service To serve or not to serve Telco 3.0 Bigwhat RX does healthcare need? you are the interface living arrows the distributed home invisible m conversation with objects you are the interface living arrows the distributed home invisible money conversation with objects underwriting digital every product is a service To serve or not to serve Telco 3.0 Big is Backwhat RX does healthcare need? you are the interface living arrows the distributed home invisible money conversation with objects underwriting digital every product is a service To serve or not to serve Telco 3.0 Big is Backwhat RX does healthcare need? you are the interface living arrows the distributed home invisible money conversation with objects underwriting digital every product is a service To serve or not to serve Telco 3.0 Big is Backwhat RX does healthcare need? you are the interface living arrows the distributed home invisible money every product is a service To serve or not to serve Telco 3.0 Big is Backwhat RX does healthcare need? you are the interface living arrows the distributed home invisible money conversation with objects underwriting digital every product is a service To serve or not to serve Telco 3.0 Big is Backwhat RX does healthcare need? you are the interface living arrows the distributed home invisible money living arrows the distributed home invisible money every product is a service To serve or not to serve Telco 3.0 Big is Back living arrows the distributed home invisible money
  5. 5. Everything from watches to pill bottles are connecting with us and collecting data that could influence our behavior. These devices are beginning to quietly talk to each other, leaving us to carry on as they recede into the background to make smarter choices for us. Fjord believes this “smartification” of objects, and the new forms of interactions they’ll give rise to, will have a huge impact on social behavior. As more objects get “smartified,” deep challenges to social conventions will emerge. IN CONVERSATION WITH OBJECTS conversation with objects underwriting digital every product is a service To serve or not to serve Telco 3.0 Big is Backwhat RX does healthcare need? you are the interface living arrows the distributed home invisible money
  6. 6. WHAT’S GOING ON New social conventions and etiquette will form around these connected objects. There’s already animated debate about when it might not be acceptable to wear Google Glass. The early adopters sporting Glass will have to navigate societal norms thoughtfully. If you’re paying with your face, it may be unclear when your transaction is complete or when someone else is picking up the tab. The same questions arise about other wearables. Right now, it’s acceptable to look at your watch to check the time, but if messages, alerts, and payments are flowing through your wristband, will that change the meaning of a quick glance at your wrist in a social setting? There’s also a trend that complicates this social disruption even more: the prevalence of embedded sensors in unexpected, newly connected devices, like your bed. These objects will engage in conversations, but a conversation is a complex thing. Rethink Robotics puts graphical “eyes” on their robots, not to humanize them, but to signal their intent. Machine-to-person signaling is going to be a key issue. IN CONVERSATION WITH OBJECTS conversation with objects underwriting digital every product is a service To serve or not to serve Telco 3.0 Big is Backwhat RX does healthcare need? you are the interface living arrows the distributed home invisible money
  7. 7. LOOKING FORWARD IN CONVERSATION WITH OBJECTS With an estimated five million smart watches expected to ship in 2014 and the rumored launches of Apple’s iWatch and China’s ZTE Smartwatch, the wearables battleground is poised to move into mainstream popularity. The official launch of Google Glass will lead the pack of competitors in the smart glasses arena and traditionally analog products will get a digital makeover that will usher them into this ultra-connected era. However, it isn’t just the physical side of smart objects we should focus on: it’s the services that we design on top of the physical objects and the behavior they promote that matter. In this way, fashion has an important role to play in determining adoption and use: wearables will influence fashion designers, and fashion will affect the technology. We’ve seen designers readily embrace technology on the runways already, and brands like MyKronoz are explicitly targeting the style market. PayPal is poised to revolutionize hands-free payments with PayPal Beacon and Mondelez International may introduce Smart Shelves, supermarket shelves that recognize us and adapt to our behavior. In short, this year you’re likely to join the wearable revolution and spot newly-connected versions of familiar products.
  8. 8. FJORD SUGGESTS When more of our homes, cars, work, and children all start to connect and we adopt new forms of interaction, there are huge social ramifications to consider. Think through the contextual reality of conversations with objects, whether by voice, gesture, tap, or vibration. How will other humans around your target audience respond to the interaction? As we increasingly add smartified objects to our lives, we’ll have to swim against the tide of compartmentalization within our businesses. Don’t create a “wearables” team. Think of a cohesive, service design approach and organizational structure that supports it. The adage of “just because you can, doesn’t mean you should” is extremely relevant as we move towards a future with so many possibilities. Design a whole new set of interaction systems for the coming “smartification.” Design services and ecosystems over single-purpose apps, which will take a back seat in the sensor revolution. Plan for simple barriers, like charging cord management, that could be turn-offs for users. IN CONVERSATION WITH OBJECTS
  9. 9. Mobile is undergoing a reinvention and telcos will reap the benefits. Since Fjord started publishing our annual Trends, we’ve gone from “mobile first” to “mobile gap.” Now, we’re at the stage of “mobile as the impetus to reinvention,” where mobile really means connected technology. Smartphones and other mobile technology are finally maturing. Their increased adoption, in every developed market, bumps them from technology teenagers to mature adults looking to reinvent themselves. This presents an unprecedented opportunity for companies to deliver new types of experiences. Telcos will continue their evolution of business models from “dumb pipes” to “smart services,” by further combining their traditional network services with new digital hubs. TELCO 3.0 Big is back and it’s a make or break year. ot to serve Telco 3.0 Big is Back ed home invisible money
  10. 10. WHAT’S GOING ON The major telcos are now focusing on verticals to reimagine their businesses. Telcos can have a profound impact on industries like the connected car and more broadly travel, health and wellness, home security, insurance, retail, and education. In addition to investing in these areas to accelerate their influence, they’ll need to collaborate with industry leaders. We’ve seen that this is the case with automotive when Tesla chose AT&T to power its connected car strategy. Or it could be a partnership with brands, like a telecommunications industry joint venture mobile payment system that works with American Express. In education, AT&T is championing a degree in Computer Science at Georgia Tech that will cost students $7000 with Udacity, as opposed to the normal cost of $50,000. Telcos are an important partner to other industries, as they hold a natural position of power in the value chain. Telcos are also data goldmines: by putting this type of real-time data to use, operators could automate processes to be more efficient and improve the customer experience on their network. This could transform the dumb pipes into value-adding smart pipes, and upgrade their status in our lives from “necessary evil” to “indispensable companion.” For example, one operator captures six billion customer interaction data points per day on their network. AT&T and Telefonica are both moving to play central data roles: BLNK.IO, whose tagline is “small data is the new big,” comes from Telefonica m2m. TELCO 3.0 ot to serve Telco 3.0 Big is Back ed home invisible money
  11. 11. LOOKING FORWARD TELCO 3.0 Telcos will leverage areas of strength—infrastructure, data services, scale—to be the natural backbone of vertical services and solutions. But digital transformation is catalyzed in the front office, not in the back office. The front end is all about the consumer experience, service delivery, and engagement. Telcos will adopt the strategy of people over pipes. This will be a transition from selling data services to selling a “connected-living lifestyle” in a digital world. In many cases, they’ll provide value added services as part of these solutions—like home security monitoring personnel for the connected home and car insurance monitoring for the connected car. We’ve seen this already with leaders like Verizon dipping into the healthcare market through their Converged Health Management platform, a remote patient monitoring solution to connect patients and doctors between clinical visits. Furthermore, since Application Programming Interfaces (APIs) are the building blocks to living services— wearables, connected devices, and digital objects—we’ll see telcos continue to heavily invest in API marketplaces to fuel the next wave of the Internet of Things. This is a huge transformation, as telcos are poised to be the infrastructure and the interface of how we are connected. Expect more merger and acquisitions action in 2014. They could be the key to getting our devices, connected products, and services talking, as well as becoming huge players in content accessibility.
  12. 12. FJORD SUGGESTS Alas, becoming a new trusted provider of digital experiences isn’t just about building new businesses or bolting on new capabilities. To truly own the space, telcos must make sense of the Internet of Things and be the glue that allows people to connect not only devices, but services, in a centralized place without hassle. They need to get it right by making the experience pleasant and easy as they roll this out—or risk deepening the infamous love/hate relationship they have with people. They can make this right by becoming more adept at things that have eluded them before: understanding their customers based on rich data and transforming this data into a beautiful, personalized response to their needs. This intelligence will be stronger through alliances with third parties. As players prepare for the dawn of Telco 3.0, expect more mergers and acquisitions in 2014. While people assume it will be led by the sexy startups, it’s the telcos that will provide the infrastructure that will bring to life people’s visions of living services and connected devices. Think about how telcos could be a partner for your organization—it could accelerate your impact. TELCO 3.0
  13. 13. Brands used to be control freaks. But now users have high expectations for a more humanized relationship with their products and services, putting them in the command seat. In the past, we’ve seen brands address this by engaging in conversation with users openly on social networks or including their input in marketing campaigns. Now, brands need to relinquish their control in a new way: reacting more nimbly to their audience’s needs, infusing empathy and delight into every interaction, and being present in every interaction. “You are the bows from which your children as living arrows are sent forth.” Khalil Gibran LIVING ARROWS every product is a service To serve or not to serve Telco 3.0 Big is Backalthcare need? interface living arrows the distributed home invisible money
  14. 14. WHAT’S GOING ON We’ve seen brands jump into social media and Internet forums like Reddit to join the conversation about them. However, sometimes they can still appear as an outsider encroaching on an open discussion, like helicopter parents dancing at the prom. To reframe this relationship, organizations are inviting people to improve their products in more collaborative ways. Good Eggs, a startup that delivers organic food to your door, does this by partnering with locally- sourced farms and working with them to grow their businesses. Facebook offers over $1M to hackers that would otherwise be hacking against them, to do it in their favor by finding security breaches. Not only are these ways to incorporate brilliant super users into the core of the brand, but it also reminds users that organizations are run by people, not just technology. Apple has always done this with the Genius Bar. It’s conversational knowledge sharing, not mechanized troubleshooting. Brands are also allowing users to navigate both products and services in a way that fits their natural behavior. Nordstrom bridged the gap between e-commerce and their brick-and-mortar shops, acknowledging people don’t shop by channel, and featuring most pinned items on Pinterest in stores. Their system mirrors a digital lifestyle—ones that has fluid boundaries between off and online behavior. LIVING ARROWS every product is a service To serve or not to serve Telco 3.0 Big is Backalthcare need? interface living arrows the distributed home invisible money
  15. 15. LOOKING FORWARD LIVING ARROWS We’ll see companies embrace brand inclusion or co-production even more this year, by stepping forward and building platforms that empower their people to create their own products, the services that surround them, and community. People will be in control of their own experiences, but in a way that still feels unique to the brand. Yes, this year’s buzz trend was brands learning to become more dynamic storytellers, but now they have to be better facilitators of their users’ stories. A prime example is Microsoft’s newly launched project, called MSFQT. They’re asking cultural curators to fill their interactive platform and event venues, with creative culture—anything from fashion and music to digital and performance art. Users are defining their own experience on the platform, both online and off, with Microsoft supporting them with design and technology. It helps promote a perception that Microsoft is creative, supportive, and instrumental in cultivating culture that is shaping the world. Kickstarter is the obvious hotbed for this type of community, but bigger brands have been evolving crowdsourcing as well. Amazon Instant did this when they released 14 pilot shows that people could vote to be turned into full seasons, and Expedia utilizes crowd-sourced data around user-generated deals and user-informed travel trends.
  16. 16. FJORD SUGGESTS The interactive nature of digital turns centrally controlled structures like traditional branding on its head, as most brand interactions are now primarily through digital channels. People want products and services from brands that deliver value and align with their values. That means missteps are taken more personally and the feedback loop is rapid in the digital realm. Companies need to elevate their most fascinating participants and find ways to deliver and align with their values. It isn’t just about being transparent with people, it’s about providing just-in-time resources and openly supporting and connecting them with their already established channels and communities. The brand and audience that make together, stay together. Create experiences and interactions true to your brand value and design that into the services you bring your audience. Showcase understanding for users that creates an authentic, almost peer-to-peer, relationship between users and brands. LIVING ARROWS
  17. 17. There’s been a lot of hype around the idea of the “connected home” or when our households become digitized environments. The connected home will be like the architectural version of the quantified self: leveraging the ability to track and monitor our usage with appliances and infrastructure for a better home lifestyle. But realistically, the extent to which all of this connecting happens within the home is misleading. What we’ll actually see is the rise of a distributed home, as elements of the home get smarter and more accessible via mobile. THE DISTRIBUTED HOME duct is a service To serve or not to serve Telco 3.0 Big is Back rrows the distributed home invisible money Home is where your mobile is.
  18. 18. WHAT’S GOING ON With successful crowdfunding, investors pouring millions into the space, and a plethora of sensors that can connect devices to the smartphone or the cloud, startups are the most disruptive players in the distributed home. Their devices are often focused on solving a single problem: Nest Protect reimagines the smoke alarm, August reframes the smart lock, and Philips Hue is a wireless lighting system. Unexpected household items are getting a digital makeover too: the Smart Power Strip allows you to control your appliances from your smartphone. And, the smart home wouldn’t be complete without home security: Dropcam cameras upload more videos than Youtube daily. Other players are looking to conquer the entire ecosystem: Smart Things has a package that acts like a hub to detect vitals of the home. But, larger corporations in the technology and communications space are positioned to pioneer the infrastructure that’ll make the connected home commercially viable. Apple has patented a system that anticipates your need for home devices without any user input and AT&T launched “Digital Life,” a package allowing you to remotely manage your home with cameras and mobile door control. THE DISTRIBUTED HOME duct is a service To serve or not to serve Telco 3.0 Big is Back rrows the distributed home invisible money
  19. 19. LOOKING FORWARD THE DISTRIBUTED HOME There’s a reason that the connected home isn’t referred to as the connected house: humans are at the center of an experience. In the coming year, consumers will experiment with connected home devices. However, without more organizations building meaningful networks of devices, people will grow frustrated. The requirement to design one’s own commands will be daunting to the new crowd of second wave adopters. The tradeoff for the time spent focusing on digital home literacy will be the ability to “communicate” with the home when people are away from it. Distribution will go beyond a constellation of devices or the wiring of media content. The shifting emphasis on the satellite home has an interesting echo in social media. Startups like NextDoor, a social network and message board for close neighborhoods, closed $21.6m in 2013 in venture funding. The connected home could expand into connected neighborhoods. But the issue of mission creep can plague this domain: how will everyone feel about being monitored at home, especially teens? How do designers plan for the edge cases of contextual preference (e.g. what if you don’t want the lights to come on when you get home, so as not to wake the kids)? Will device maintenance, like replacing batteries on more than 50 devices, cause digital home fatigue?
  20. 20. FJORD SUGGESTS To be a long-term success in this arena, brands must recognize that the home is a complex environment with many unique users within it. The organization that can appeal to the digital homebody and the restless wanderer will conquer. Lokki of Finland positioned themselves as a leader in remote security, but now boasts bringing family, friends, and places together through one central screen while you’re on the go. The companies that will be successful are those who will think beyond singular devices and reinvent mash-ups. Many of these mash-ups will be about what happens when you are away from home: preparing for return, letting guests in, knowing where your children and pets are. Home will be where your mobile is. In this ripe space, organizations fall into four categories of user need: worry prevention, energy optimization, ease of use, and security. Consider home reconnection as a rich space: utility company requests, insurance, automated supply of goods. THE DISTRIBUTED HOME
  21. 21. Digital currencies and trading services allow people to define the value of money, what it does, and where it goes. Traditional gatekeepers of financial transactions are being bypassed. When Wikileaks suffered a financial blockade in 2012, they bypassed it by raising money through Bitcoin. What impact will these powerful virtual currencies have on retail? If Shopify’s latest announcement is any indication, the ripple effects will be huge. The popular e-commerce platform, used by 75,000 merchants, has started accepting the virtual currency. INVISIBLE MONEY The transformation of money will affect commerce at every level. ot to serve Telco 3.0 Big is Back ed home invisible money
  22. 22. WHAT’S GOING ON If money or currency itself is defined by the exchange of goods or services, the digital value is the exchange of “real life value.” We’ve seen a rise in virtual currencies and willingness to barter intangibles for convenience and access. In particular, we’ve seen data exchanged for digital content and peer-to-peer payments. Against this background, what does cash mean at all? Bitcoin, launched in 2009, is probably the most well known peer-to-peer payment service available today. The excitement and controversy over Bitcoin led to a U.S. Senate hearing in November 2013, legitimizing it as a financial service, causing its to value soar. But it isn’t just what (currencies) we pay, it’s how we pay. People are growing tired of carrying wallets: PayPal, Google Wallet, iGaranti, and Square are making mobile payments more mainstream and instinctual for younger consumers. INVISIBLE MONEY ot to serve Telco 3.0 Big is Back ed home invisible money
  23. 23. LOOKING FORWARD INVISIBLE MONEY Bitcoin will become more widely used and have a ripple effect. The Economist speculates that even if Bitcoin crashes, it will leave a huge impact on the financial services sector, in the same way Napster did with the music industry. The experimentation with value exchange is just beginning: PayPal has become more ubiquitous with Beacon, a new device that allows users to pay hands-free with bluetooth technology. On the heels of PayPal’s payment prowess is Apple’s iBeacon. But, iBeacon’s advantage isn’t a technological one. What will help iBeacon succeed is Apple’s ability to package an existing technology into a platform that makes it easy and elegant to build upon and partner with. However, iBeacon is still in early stages and only enables location-based experiences on a granular level: you have to be standing in a precise checkout location to actually checkout. Besides geo-locative specificity, non-intrusive push notifications will also be crucial for a smooth experience. While not all companies can invent new forms of currency, there’s opportunity with people’s growing intrigue to simplify their wallet: Coin, a startup launching in 2014, is a connected device that will store all the cards you already carry, with multiple accounts and financial information streamlined into one place.
  24. 24. FJORD SUGGESTS Services and brands that are personalized to people, that focus on building trust, and have a strong reputation, will far surpass any financial institution that is not user-centered. A convergence between Apple’s new fingerprint security and Bitcoin to form a new type of transaction could be very potent. People know that new forms of exchange are on the horizon, but they need to know how it relates to their lives. American Banker stated that banks “have an opportunity to become the stewards of their customers’ digital footprints, securing all their online account and identity data.” Banks could move beyond displaying the ever-increasingly abstract numbers for what we “have,” to showing us our value’s potential and the pathway to reaching our financial aspirations. Future consumers will want help managing their digital footprint. Money is a private and sensitive topic: create services that help users reach their lifestyle goals. What new currency or value exchange can your company take part in? INVISIBLE MONEY
  25. 25. Customer touchpoint opportunities are proliferating faster than brands can adapt. In this world, personalization and purpose are key for brands to stay relevant. With so many platforms being offered, people don’t have the cognitive bandwidth to grow affection for them all. Only a handful of “suitors,” that actually pair their products with well-designed services and touch people in an authentic way, will remain in the user’s heart. This is blurring the lines between products and services. EVERY PRODUCT IS A SERVICE WAITING TO HAPPEN Brands must rethink their ecosystems to add meaningful value. every product is a service To serve or not to serve Telco 3.0 Big is Backalthcare need? nterface living arrows the distributed home invisible money
  26. 26. WHAT’S GOING ON As Jeff Bezos puts it with his usual bluntness: “If there’s one reason we have done better than our peers in the Internet space over the last six years, it’s because we’ve focused like a laser on customer experience.” The way your brand behaves matters more than how it looks, as interactions become increasingly digital and customer attention more fragmented by multiple content streams. So, brands are creating services to maintain relevance, and in doing so, disrupting both the status quo and market chains. Startups and unexpected competitors (like suppliers and distributors) threaten larger corporations as they create useful services that quickly expand past their product at launch. Nespresso, a commodity product reinvented as a lifestyle accessory sold direct to consumers, is a prime example of this disruption. Fjord expects more direct-to-consumer innovation as other FMCG companies follow suit, which poses a question for the role of traditional retailers when brands begin to bypass them. Adidas miCoach is a service now supported by a product: Smart Run is a sensor-enabled watch that gives runners personalized, real-time coaching during workouts. Launched in November 2013, their promotional video had 3.5 million Youtube views in its first month. Red Bull is a an authentic and passionate publishing empire that just happens to sell a beverage. Uber or Airbnb are pure platform services—they simply provide the service infrastructure to connect people to the things they need, in a personal and easy to use way. EVERY PRODUCT IS A SERVICE WAITING TO HAPPEN every product is a service To serve or not to serve Telco 3.0 Big is Backalthcare need? nterface living arrows the distributed home invisible money
  27. 27. LOOKING FORWARD EVERY PRODUCT IS A SERVICE WAITING TO HAPPEN This trend has been building in the toys and gaming industry for some time, with games like World of Warcraft not only selling the product of the game, but a service in which their audience can create and share an identity for themselves. This ensures growth and personal investment in the brand. Arguably, Disney is the king of the diversification of merchandise in the digital space, by creating digital experiences around their physical products with “Disney Infinity Wave.” Toys R Us followed suit with a family focused media streaming service. In a broader sense, we’ll see toys connected to services that grow and evolve alongside children. This emphasis mirrors the movement of supermarket chains continuing to heavily invest in digital services, like Tesco with their Blinkbox offering and their own tablet, Hudl. These brands are expanding into services to meet their audience’s needs and shattering industry boundaries. We’ll see more of these mash-ups in 2014, and they’ll get more extensive. Nike+, the pioneer of digital ecosystems in the retail space, is creating an accelerator that harnesses the smarts of 10 startups to build “the ultimate fitness platform.”
  28. 28. FJORD SUGGESTS Pushing products or extraneous services that just add to the virtual noise and clutter of our lives will not win people over. With people’s time and energy becoming even more sacred, we’ll want products and services to aid, empower, educate, and delight us. One global car manufacturer has achieved this with a digital platform to help drivers become more environmentally friendly. We suggest that brands embrace and consider non-traditional coupling, hyper- smart consumption, and the new lifespan of a product that is extended through digital information and intelligence. Services must grow and mature with their audiences. Gain loyalty and relevance by delivering services that deliver ongoing value to users. Brands must transform from commodities to loyal partners who want to support us in living a meaningful life. EVERY PRODUCT IS A SERVICE WAITING TO HAPPEN
  29. 29. Healthcare is approaching a renaissance. Consumers, the media, pharmaceutical companies, governments, and the medical industry are all interested in the growing potential of digital healthcare. As more people gravitate towards health and wellness apps and wearables become more mainstream, the medical industry is taking note of the need for great service innovation. How radical this digital transformation will be depends on the speed with which the healthcare system can adapt. However, core asymmetries in the system reveal that the revolution isn’t upon us. Yet. WHAT PRESCRIPTION DOES THE HEALTHCARE INDUSTRY NEED? Digital health won’t reach critical mass until there is true innovation in the system. ith objects g digital every product is a service To serve or not to serve Telco 3.0 Big is Backwhat RX does healthcare need? you are the interface living arrows the distributed home invisible money
  30. 30. WHAT’S GOING ON One of the biggest roadblocks to this revolution is a fairly universal reality: people around the world are living longer, but we’re also getting fatter, at an astonishing rate. This trajectory, coupled with rapidly growing healthcare costs and increasing demand and high expectations for smart medical technology, is creating a delta. Digital technology has the potential to actually tackle the gap between our expectations and what we can afford. It will shift the onus onto the public to track and improve their own health through simple and engaging tools, instead of waiting for costly medical technology to trickle down. This is both an empowering shift and one that requires us to take responsibility for our own wellness. A recent study suggested that 90% of chronic patients wanted their doctors to prescribe an app over the 66% who would rather get medication. In addition, previously expensive or challenging elements of healthcare are becoming more accessible: the cost of sequencing a genome has fallen from $10 million in 2007 to $5,800 in April of 2013. Companies vested in healthcare are jumping in too, such as Walgreen’s in-store Refill by Scan service in 2011. Kaiser Permanente is investing heavily in digital: members have used My Health Manager to view over 26 million test results and refill more than 10.8 million prescriptions this year. WHAT PRESCRIPTION DOES THE HEALTHCARE INDUSTRY NEED?ith objects g digital every product is a service To serve or not to serve Telco 3.0 Big is Backwhat RX does healthcare need? you are the interface living arrows the distributed home invisible money
  31. 31. LOOKING FORWARD WHAT PRESCRIPTION DOES THE HEALTHCARE INDUSTRY NEED? A lot of these exciting innovations will bump up against reality in 2014. Technology enables new service approaches, but the healthcare system still needs to catch up with this change. One of the biggest issues with digital healthcare is that much of the emphasis on the technology has been on information gathering and is just now moving into diagnosis. After information and diagnosis, treatment is the third phase, and poses a challenge to digital healthcare’s role in the traditional healthcare system. We still need doctors for that because of the fundamental asymmetry built into healthcare: most conditions have multiple treatments, and someone needs to know these and then guide the patient to a choice. The second barrier to the digital health revolution will be regulation. In December 2013, US genetic testing company 23andMe halted marketing of its $99 genome testing kit after a warning from the Food and Drug Administration. The biggest obstacle, however, is the process of reimbursing doctors and other front line practitioners. Right now, the system is designed for face-to-face interaction. Fjord has long argued that healthcare products will need services built to create meaningful differentiation and pharma will be no exception.
  32. 32. FJORD SUGGESTS While some of the current products are effectively motivating users to be more active and help them achieve their goals, the excitement generated from self-measurement quickly wears off. This is a design challenge and data visualization on its own is not enough. These services need to move from helping to achieve to helping to maintain. An important aspect of achieving prevention through behavioral change is establishing rituals or habits. People are in front of the mirror several times a day and associate it with habit. Can that ritual be turned into a simple diagnostics experience given that smartphone cameras can now measure our health too? Affect real change by being less broadly ambitious and more focused on the reinvention of specific silos. New services might be more successful when using existing rituals as their medium. WHAT PRESCRIPTION DOES THE HEALTHCARE INDUSTRY NEED?
  33. 33. Major shifts in industry can be contagious, even within industries with a reputation for holding on to old methods. Healthcare is experiencing a makeover in the United States, and there is an amplified focus on wellness and prevention through the proliferation of wearables. These lateral changes will have an impact on a field that is usually considered a digital wallflower: insurance. UNDERWRITING DIGITAL The insurance industry transforms. conversation with objects underwriting digital every product is a service To serve or not to serve Telco 3.0 Big is Backwhat RX does healthcare need? you are the interface living arrows the distributed home invisible money
  34. 34. WHAT’S GOING ON Insurance brands have long known that their products are considered grudge purchases with huge inconveniences and little added benefit. Users typically “get it and forget it,” and only interact with the provider when something bad has happened. But, as your mobile device becomes the central command station with the ability to survey and track your devices and your behavior, the insurance industry has a huge opportunity to capitalize on the resulting data. The connected home will be able to detect risks from possible theft to the impact of water damage in flooding. The connected car will be able to survey the acute realities of accidental damage. Wearables and quantified self innovations could translate fitness and wellness goals into insurance breaks and benefits. Like healthcare, insurance will shift to a prevention over treatment approach. UNDERWRITING DIGITAL conversation with objects underwriting digital every product is a service To serve or not to serve Telco 3.0 Big is Backwhat RX does healthcare need? you are the interface living arrows the distributed home invisible money
  35. 35. LOOKING FORWARD UNDERWRITING DIGITAL We’ll feel the most benefits of this digital makeover on the road. Telematics will provide services that deliver engaging content about the destinations we travel to and push personalized content around traffic delays or points of interest, as well as offers and promotions. Beyond enhancing the journey, content will be available to support claims prevention by offering data on geo-locative accident hotspots. Should a collision happen, we’ll see telematics offer immediate and automated help at the scene, and later, damage diagnostics with direct connectivity to a real or automated customer service adviser. More selling will take place using collaborative tools for customer managers and purchasers to work on together. The dividing line between digital and physical for sales and advice will become harder to distinguish. Furthermore, the digital insurer will be able to bundle more specific products based on an assessment of the individuals needs: 2014 is the year that digital insurers with an appetite for innovation will begin to court genuine consumer loyalty. The most interesting dynamic to watch could be insurance startups: we’ll see challengers emerge who rethink the business model of insurance from top to bottom. For an industry so dependent on a complex ecosystem (brokers, underwriters, funds, agents, adjusters among others) it’s hard to see how disruption will create wholesale change. But health insurance companies like Oscar are “using technology to make insurance simple, intuitive, and human.” 76% of property and casualty insurers expect to see new external competitors in the next three years. Might peer-to- peer risk assessment (think: the wisdom of crowds) undermine underwriting expertise?
  36. 36. FJORD SUGGESTS Take a fresh look at what risk means in relation to your customers. New startups will emerge that offer more transparency about the models that sit behind risk management and provide real-time updates to help customers learn to reduce risk for both sides. Look for new services that monitor risk dynamically and negotiate pairings between customers and ideal providers. Insurers will step up to the opportunity to build relationships with customers beyond those required in times of stress and need. They’ll compete to build loyalty and offer humanized guidance. As a matter of urgency, insurers need to develop truly customer-centric models. We’ve seen in industry after industry how this will entail organizational, as well as, communicational changes. The Chief Digital Officer will make an appearance in the insurance industry. How can sensors and digital technology take insurance by storm? Do these new technologies afford new opportunities for improving customer relation- ships or lowering costs for users and businesses? UNDERWRITING DIGITAL
  37. 37. Last year, we saw an underlying trend of companies striving to give more control to their customers. However, this transference of control often felt like an offloading of responsibility, with companies outsourcing activities so people could self serve. Organizations abandoned a key notion—it’s about better experiences, not offloading the front-end activities to your customers. Ultimately this is not sustainable: if we spend all our time as users servicing the commercial entities we engage with, we will have little time left for enjoying them. TO SERVE OR NOT TO SERVE Designing to empower people, without abandoning customer service. duct is a service To serve or not to serve Telco 3.0 Big is Back arrows the distributed home invisible money
  38. 38. WHAT’S GOING ON The self service kiosk is the main conduit of this conundrum, especially in travel and retail. We see self check-out services at supermarkets and more people operating kiosks to print travel tickets, as seen at subways and airports around the world. The outsourcing epidemic is spreading: airlines have shifted to insisting that customers print boarding passes before they get to the airport. This experience is often riddled with commercial advertising. People are getting lost in translation: organizations have approached this disruption in the customer journey solely from an economic perspective, forgetting to put people first. Instead of feeling freedom, customers end up feeling frustrated and abandoned without the sole perk of saving time. The self check-out experience caused such widespread annoyance that whole articles and blogs were devoted to offering tips for how to use supermarket self check-outs more efficiently. TO SERVE OR NOT TO SERVE duct is a service To serve or not to serve Telco 3.0 Big is Back arrows the distributed home invisible money
  39. 39. LOOKING FORWARD TO SERVE OR NOT TO SERVE Organizations have to flip their approach. It’s about aligning around customers, not around business processes. There’s an opportunity for companies to offer better experiences that resonate with people by allowing more personalization, transparency, and contextualization. Fjord’s own collaboration with Mobile operator 3 to create My3, an an app for iPhone and Android that creates engaging data visualizations to demystify the phone bill, is a prime example. The result reduced the strain on customer service: 50% of users reported that they called customer service less about their bill. Communicating a meaningful value in exchange for people’s participation can take the form of insights, curated content, or a gamified experience. For example, self-service kiosks could offer hospital patients treatment by first taking vital tests prior to a visit. Taiwan’s health care system has been doing this for years and, as a result, has one of the lowest administration costs in the world at 2%. In the travel industry, HipMunk and Kayak aggregate deals and TripAdvisor launched a meta search feature, instead of cluttering people’s screens with popups of different travel booking sites. Since this change, TripAdvisor’s stock has nearly doubled ahead of their leading competitor and site traffic increased nearly 50%. Expect to see more services like one European operator’s new platinum approach; customers can reach all their loyalty benefits with one click and even call the platinum service to come to wherever they are, in order to fix any problem with their phone.
  40. 40. FJORD SUGGESTS By reorienting their strategy towards people’s experience, businesses can identify the areas where they can deliver higher value, save customers time, and in the meantime, reduce customer service needs. Starwood’s loyalty program is a great example of this: when their most loyal customers reach a certain status, they receive a personal travel ambassador that helps with booking, planning itineraries, and provides recommendations. Understand when people would prefer to do things themselves versus when you still need to utilize personal relationships and human contact in the user journey. To better understand this, run usability testing on your customer service chain to test pain points and engage with call center staff, as they know problems better than anyone. People want more control of things that used to be backstage or off limits. Make self service moments delightful: consider planting “Easter eggs” that aren’t tied to functionality, but charm the customer. When people have an empowering experience, it’ll create a smooth operation for companies in the long-run. TO SERVE OR NOT TO SERVE
  41. 41. Our bodies are becoming both the controller and the interface. Why type a password or stand in a checkout line when you can use your fingerprint or retina? The interface as we know it will disappear, while we use parts of our unique genetic makeup to get things done more intuitively. Service design will be essential in answering a deceptively simple question: what’s the best way to communicate info to a human and translate it into an insight? Bandwidth is a pathway into and out of the human body—in through the eyes and out through the voice. Screens are out and skin is in, but we must consider human bandwidth. YOU ARE THE INTERFACE with objects ng digital every product is a service To serve or not to serve Telco 3.0 Big is Backwhat RX does healthcare need? you are the interface living arrows the distributed home invisible money
  42. 42. WHAT’S GOING ON We’re starting to use our bodies more and devices less to facilitate new interactions. The traditional “screen” is losing prominence in our daily lives and Natural User Interfaces (NUI)—our skin, eyes, and brains—are taking over. We’ve seen this most popularly with gesture-based technology, like Primesense—the company behind the Microsoft Kinect sensor that’s powered over 20 million devices. Beyond gestural innovation, bio-based technology is moving center stage to streamline our daily transactions, like the iPhone 5S Touch ID fingerprint sensor. While we’re (thankfully) not yet living in a Gattaca or Minority Report world, we’re doing things only previously possible in science fiction: OMsignal’s t-shirt extract a whole range of health data from the skin without any interface effort. These technologies can even give us the illusion of having superpowers: InteraXon’s flagship product, MindWave, lets you log into your computer using just your thoughts. YOU ARE THE INTERFACE with objects ng digital every product is a service To serve or not to serve Telco 3.0 Big is Backwhat RX does healthcare need? you are the interface living arrows the distributed home invisible money
  43. 43. LOOKING FORWARD YOU ARE THE INTERFACE As more things become connected and sensors become smaller, more interaction and development standards for gestural and wearable technology will be created. Design will surpass screens and focus on allowing us to complete tasks with even less friction. Many of the actions we currently need to initiate will also fade away as technology predicts our habits, routines, and behaviors. This allows brands to get out of the practice of catering to basic tasks, and instead focus on higher value interactions with customers. We are reaching a point at which human data is being measured in unexpected ways: dermatologists can use smartphone photos to make a diagnosis, and Qualcomm is exploring apps that can predict if you are developing Parkinson’s disease from the sound of your voice. And yet, for all this accelerated change, we are also in the midst of “Generation Moth”: kids are drawn to touch screens like moths to a lamp. The latest generation is growing up using touch screen devices and seeing their siblings and parents use them constantly in a state of always-on, multi-tasking, digital fluency. Fjord does not predict the disappearance of screens—they will exert an even more powerful hold on Generation Moth. Think of Invisible Interface as an “and” not an “or.”
  44. 44. FJORD SUGGESTS Users will always want to interact with things in the most simple and natural way possible. But businesses need to be cautious and choose carefully which systems they invent, and which they’ll need to work on with other companies to leverage. Adoption will not take off if users have to learn multiple sets of gestures devised by different service suppliers. Many of the technologies and products out there right now are closed ecosystems—for example, you can’t open up your Fitbit to use the data anywhere else. Yet, open systems and the ability for people to build around emerging standards will be critical for the sustainable growth of these technologies. Leverage big data, from multiple sources, to better understand people’s behavior and fit into their lives. Kids will be NUI and brain-com- puter interface experts. Inves- tigate the difference between them and older users’ needs for interfaces. Can you use biometric feedback to redesign products and services? YOU ARE THE INTERFACE
  45. 45. IN CONVERSATION WITH OBJECTS http://www.slate.com/articles/technology/future_tense/2013/05/google_glass_social_norms_will_it_be_too_awkward_to_use_in_public.html http://www.google.com/glass/start/ http://www.rethinkrobotics.com http://www.techradar.com/news/portable-devices/apple-iwatch-release-date-news-and-rumours-1131043 http://venturebeat.com/2013/11/26/zte-smartwatch/ http://www.mykronoz.com http://www.toptechnews.com/story.xhtml?story_id=89517 http://www.mondelezinternational.com/home/index.aspx http://rt.com/usa/smart-shelves-store-sensors-228/ TELCO 3.0: BIG IS BACK http://gigaom.com/2013/10/17/tesla-turns-to-att-to-power-its-connected-car-strategy/ http://www.sidhtech.com/news/isis-payments-att-verizon-tmobile-sim-card/10024260/ http://www.att.com/ http://www.telefonica.com/ http://www.blnk.io/ http://www.informationweek.com/wireless/verizon-unveils-remote-patient-monitoring-platform/d/d-id/1112055? http://www.zdnet.com/at-and-t-launches-new-enterprise-api-library-for-cloud-based-video-access-7000020857/ http://www.usatoday.com/story/money/business/2013/09/02/vodafone-verizon-deal-done/2755007/ http://online.wsj.com/news/articles/SB10001424052970203920204577195342790168920 http://www.amazon.com/Instant-Video/b?ie=UTF8&node=2858778011 http://www.usatoday.com/story/life/tv/2013/04/19/amazon-studios-releases-pilots/2095383/ http://econsultancy.com/us/blog/8758-expedia-launches-crowd-sourced-deals LIVING ARROWS http://mashable.com/2012/07/19/reddit-for-marketers/ http://www.goodeggs.com/about/mission http://techcrunch.com/2013/02/28/good-eggs/ http://www.dailydot.com/lifestyle/facebook-white-hat-hacker-program/ http://blogs.hbr.org/2012/01/the-genius-bar-branding-the-in/ http://www.businessweek.com/articles/2013-07-02/nordstrom-racks-now-powered-by-pinterest http://adage.com/article/news/unilever-eliminate-800-marketers-globally-cut-launches/245542/ http://www.microsoft.com/ http://1msqft.stopp-la.com/ http://www.kickstarter.com/ http://www.amazon.com/Instant-Video/b?ie=UTF8&node=2858778011 http://www.usatoday.com/story/life/tv/2013/04/19/amazon-studios-releases-pilots/2095383/ http://www.expedia.com/ REFERENCE
  46. 46. THE DISTRIBUTED HOME http://www.august.com/ http://www.kickstarter.com/projects/337922278/smart-power-strip-control-your-appliances-from-any https://www.dropcam.com/ http://www.businessinsider.com/dropcam-2013-6 https://www.youtube.com http://www.smartthings.com/ http://techcrunch.com/2013/11/05/apple-patents-home-automation-technology/ http://www.att.com/ https://my-digitallife.att.com/learn/ https://nextdoor.com http://techcrunch.com/2013/02/12/nextdoor-closes-21-6-million-in-new-series-b-funding-to-take-its-neighborhood-focused-social-network-global/ http://www.f-secure.com/en/web/home_global/lokki INVISIBLE MONEY http://www.forbes.com/sites/jonmatonis/2012/08/20/wikileaks-bypasses-financial-blockade-with-bitcoin/ http://thenextweb.com/insider/2013/11/27/shopify-adds-support-bitcoin-letting-75000-merchants-accept-virtual-currency/#!pggBK http://www.nytimes.com/2013/11/24/your-money/a-bitcoin-puzzle-heads-its-excitement-tails-its-anxiety.html?_r=0 http://online.wsj.com/news/articles/SB10001424052702303789604579196171277465460 http://en.wikipedia.org/wiki/Bitcoin https://www.paypal.com/ http://www.google.com/wallet/ http://www.igaranti.com.tr/ https://squareup.com/ http://www.economist.com/news/finance-and-economics/21576149-even-if-it-crashes-bitcoin-may-make-dent-financial-world-mining-digital http://techcrunch.com/2013/09/09/paypal-debuts-its-newest-hardware-beacon-a-bluetooth-le-enabled-device-for-hands-free-check-ins-and-payments/ https://onlycoin.com http://www.americanbanker.com/issues/177_119/survey-consumers-branches-digital-footprint-protection-1050268-1.html EVERY PRODUCT IS A SERVICE WAITING TO HAPPEN http://econsultancy.com/uk/blog/63184-10-customer-experience-soundbites-from-jeff-bezos http://www.nespresso.com/us/en/home http://www.youtube.com/watch?v=ETXhnmP2Y_U http://www.redbull.com/en https://www.uber.com https://www.airbnb.com http://battle.net/wow/en http://www.disney.com https://infinity.disney.com/ http://www.toysrus.com REFERENCE
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  49. 49. THANK YOU ABOUT FJORD Fjord is a service design consultancy, acquired by Accenture Interactive in 2013. We create useful, effective, and desirable digital services that people love. We help the world’s leading businesses make complex systems simple and elegant with the power of design. Founded in 2001, Fjord employs a diverse group of over 220 design experts in nine global creative hubs including Berlin, Helsinki, Istanbul, London, Madrid, New York, Paris, San Francisco, and Stockholm. ABOUT ACCENTURE Accenture is a global management consulting, technology services and outsourcing company, with approximately 275,000 people serving clients in more than 120 countries. Combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the world’s most successful companies, Accenture collaborates with clients to help them become high-performance businesses and governments. The company generated net revenues of US$28.6 billion for the fiscal year ended Aug. 31, 2013. Its home page is www.accenture.com. IF YOU WOULD LIKE A CUSTOMIZED PRESENTATION BY FJORD ON THE TRENDS AND HOW TO STAY AHEAD OF THE CURVE, PLEASE GET IN TOUCH AT FJORD.MARKETING@ACCENTURE.COM. FJORDNET.COM @FJORD #FJORDTRENDS Copyright © 2013 Accenture All rights reserved. This document makes descriptive reference to trademarks that may be owned by others. The use of such trademarks herein is not an assertion of ownership of such trademarks by Accenture and is not intended to represent or imply the existence of an association between Accenture and the lawful owners of such trademarks. Information regarding third-party products, services and organizations was obtained from publicly available sources, and Accenture cannot confirm the accuracy or reliability of such sources or information. Its inclusion does not imply an endorsement by or of any third party. The views and opinions in this article should not be viewed as professional advice with respect to your business.