Monthly Archives: October 2009

Indeed, it is true, it is sad:Service Design – another word for “R&D for the rest of us” Service Design Blog

Found at http://blog.protopartners.com.au/2009/10/26/service-design-another-word-for-rd-for-the-rest-of-us

This is just a great post by Jeffrey Phillips from Innovate on Purpose. he points out and with support from Gary Hamel, that most companies have a product innovation pipeline covered, however few have business model or service innovation or Service Design plans underway. Which seems crazy when so much more value can be created in these areas versus product innovation.  Please enjoy his article, he makes a really important point I believe

Something happens when you put on a lab coat and safety glasses. You have the immediate ability to explore concepts and ideas that may, or may not, become new products. And your time horizon shifts dramatically. Many people in primary R&D are examining technologies or molecules that won’t become products for many years.
“R&D for the rest of us”

The question we as innovators should ask ourselves, and our companies, is: why is this kind of thinking and investment committed solely in technology R&D? Why, in a pharmaceutical company, is there a team that is actively investigating new compounds and molecules that may become new drugs, but no one that is actively investigating new business strategies, new organizational hierarchies, new management philosophies? Why is innovation confined to the “R&D” wing of the business, and walled off from all the other things we do to add value to a business?

Certainly, R&D in a pharmaceutical firm is very important. It offers the chance for the discovery of a “blockbuster” new drug that could cure diseases or extend the life of seriously ill individuals. But I think we can all agree that a pharmaceutical firm (and by extension, any firm) adds tremendous value beyond primary product or service research. There are opportunities to dramatically innovate the business model (which health care reform may require), process or service delivery, customer experience and so many other factors or functions of the business. It’s as if all critical, exploratory thinking is confined to R&D, while the rest of the business is restricted to cost-efficient, process-oriented, short term thinking.

Where are the guys and gals in lab coats who are researching the long term disruptions of their business model, or service delivery model? Who is responsible for thinking about and generating new ideas about the relationships a pharmaceutical firm has with physicians and hospitals? Don’t you think these relationships and experiences are likely to change over time? Can we safely assume that these functions will remain the same over time, and all we have to do is find ways to cut costs? Just as Travelocity and Expedia decimated the travel agent industry, could other similar offerings radically change the interaction between a pharmaceutical company and its customers?

Gary Hamel points out in The Future of Management that most firms have some measure of product innovation underway at any point in time, and may have some inkling about service innovation or customer experience. Few, if any are innovating around business models or organizational structure, yet these are the places where competitive advantage is sustained over the long run. It’s time to assign a few more people to lab coats and safety glasses, and have an R&D team investigate all the aspects of the business where we believe we can add value. Just like Festivus, innovation is R&D for the rest of us.

Read more at http://blog.protopartners.com.au/2009/10/26/service-design-another-word-for-rd-for-the-rest-of-us

Reading How High Will Real-Time Search Fly? – NYTimes.com

US Airways Flight 1549 Plane Crash Hudson in N...
Image by davidwatts1978 via Flickr

http://www.nytimes.com/2009/10/25/business/25ping.html?_r=1&partner=rss&emc=rss

James Yang

By MIGUEL HELFT

Published: October 24, 2009

WHEN a US Airways plane landed in the Hudson River in January, the first picture appeared on Twitter. In June, Twitter users were mourning Michael Jackson before major news outlets reported his death. And, this month, as much of the nation was riveted by images of a balloon believed to be carrying a 6-year-old boy, every twist and turn was tweeted and retweeted instantaneously, drowning out just about everything else on the site.

To be continued at http://www.nytimes.com/2009/10/25/business/25ping.html?_r=1&partner=rss&emc=rss

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Outsourcing support the Enterprise 2.0 way » Blue Sky Thinking

http://www.bluethots.com/2009/09/03/outsourcing-support-the-enterprise-2-0-way

Posted by Sean Lew on Thursday, 3 September, 2009

One of the ideas I have been thinking of lately is how organisations could semi-outsource their support structures using the web 2.0 way. There are many instances of big brands like Lego, Harley Davidson, Nokias, iPhones and so on that has a large base of fanatic fans and lovers. They talk about what they are interested in with their friends and spend alot of time understanding and exploring the products. These experts have a wealth of knowledge, possibly more than some of the people the companies hire who comes in to look for a job instead of being passionate about a product.

Previously, some of these companies tried to leverage these experts by getting them to provide feedback and innovative ideas into upcoming products. I think that is fantastic and possibly the best way to do user acceptance testing. However, I would like to extend this idea.

Other than experts, there will also be beginner and amateur users and more than likely, the lower they are the more support they need. Even though, the revenue per customer could be much lower down the ladder but due to size, it could possibly be a large amount of revenue (depending on the types of goods sold). Organisations must be able to support these customers in a low cost manner – its only logical low revenue/customer = low cost to support/customer. So what is an efficient way of supporting these people?

We surely know of the standard call centre and web support type models and they are here to stay for a long time. However, we could extend the web platform and get the more advance users to help the less savvy user. But what is my incentive for helping as an advance user? Why should I take time out to help others out of my busy schedule? Well, I can’t answer any of these, but incentives must be given. Whether its public recognition, money, new products for free/lower cost or attending a community function, I can’t say which is the best. This will depend on the types of goods cost and many many other factors.

If this could be done right, there are a few things that could be achieved. 1) Improved bonding between customers (could potentially be a double -edge sword though) 2) Brand loyalty, 3) lower cost support, 4) “keeping the money in the family” 5) generating ideas and innovation not only from experts but from everyone.

What do you think?

Read more at http://www.bluethots.com/2009/09/03/outsourcing-support-the-enterprise-2-0-way

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Checking out designing for innovation: business models

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Wired business conference paper july 2009: Disruptive by design

View more documents at Fred Zimny.
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Video Interview: Mystery guest Sergey Brin (Google) Web 2.0 Summit

Sergey Brin: “We are definitely becoming an online community and that makes it easier to form partnerships and also to have a good relationship of trust.” John Batelle: “Did you try to buy Twitter?” Sergey Brin: “No, i didn’t.”

Reading NYT Book Review – ‘Dorothea Lange – A Life Beyond Limits,’ by Linda Gordon

DOROTHEA LANGE

A Life Beyond Limits

By Linda Gordon

Illustrated. 536 pp. W. W. Norton & Company. $35

By DAVID OSHINSKY
Published: October 22, 2009

Any list of the most enduring American photographs of the past century is likely to include Joe Rosenthal’s “Flag Raising on Iwo Jima”; John Filo’s image of a young woman at Kent State kneeling in anguish over the body of a mortally wounded college protester; and Richard Drew’s “Falling Man,” showing the fatal descent of a solitary figure from a high floor of the World Trade Center on 9/11. But perhaps the most iconic image — gracing textbooks, hanging from dormitory walls, affixed to political posters, even adorning a postage stamp — is Dorothea Lange’s “Migrant Mother,” taken at a California farmworkers camp in 1936. The photo shows a woman nurturing three young children, one in her arms, the others leaning on her for support. Her manner is strong and protective, yet her face shows the worry of someone overpowered by events beyond her control. She has trekked west from the ravaged Dust Bowl of Oklahoma, finding fieldwork where she can. Gazing into space, she represents the spirit of America itself in the midst of history’s worst economic disaster — the mix of courage and compassion that will lead a proud, invincible nation to endure.

S

Dorothea Lange, courtesy of the Library of Congress

“Migrant Mother,” photographed by Dorothea Lange in 1936 for the Farm Security Administration.

“Migrant Mother” has a serendipitous history, as Linda Gordon makes clear in “Dorothea Lange,” an absorbing, exhaustively researched and highly political biography of a transformative figure in the rise of modern photojournalism. Lange had been hired by the Farm Security Administration, one of the New Deal’s more progressive agencies, to document the plight of farmworkers in the Great Depression, a mandate that covered everyone from Southern black sharecroppers to Dust Bowl refugees to Mexican-American migrants in the fields stretching from ­Texas to California. Led by Roy Stryker, a phenomenal talent spotter, the F.S.A. photography project schooled the likes of Walker Evans, Gordon Parks, Arthur Rothstein and Ben Shahn. Most came from urban backgrounds. “I didn’t know a mule from a tractor,” Lange admitted. What bound them together was their devotion to the principles of social justice represented by the New Deal.

Lange’s territory included all of California, which she covered by automobile. Driving north on Route 101 on a miserable winter’s day, she passed a hand-lettered sign reading “Pea-Pickers Camp” near the town of Nipomo. Lange drove on for 20 miles before something pulled her back. On the job for almost a year, she had come to understand the rhythms of migrant life, the periods of physically exhausting labor followed by even longer (unpaid) periods of emotionally draining inactivity. In the Nipomo camp, Lange met Florence Thompson, 32, the mother of 11 children, five born out of wedlock. The family was in desperate straits, living off stolen vegetables from the fields. Lange took a half-dozen photos, putting Thompson and her children in different poses. She took the photos from just outside their tent, even moving a pile of soiled laundry aside, so as not to embarrass the subjects by noting their squalid living conditions. (Though Gordon doesn’t mention it, Lange may have decided to use only three of the children to avoid the public perception of “Okies” as irresponsible “white trash.”) For the key photo, she “made the unusual decision to ask the two youngsters leaning on their mother to turn their faces away from the camera,” Gordon writes. “She was building the drama and impact of the photograph by forcing the viewer to focus entirely on Florence Thompson’s beauty and anxiety, and by letting the children’s bodies, rather than their faces, express their dependence on their mother.”

Gordon, who teaches history at New York University, is a leading scholar of gender and family in modern American life. (I teach part of the year at N.Y.U. but have rarely crossed paths with her.) Not surprisingly, she spends a fair amount of space on Lange’s personal life and role as a female photographer in a male-­dominated profession. Born in Hoboken, N.J., in 1895 to middle-class German-American parents, Lange faced two handicaps as a child: a severe bout with polio that left her with a permanently weakened leg and an absentee father who abandoned the family and never returned. As Gordon sees it, Lange overcame the physical handicap a lot more easily than the emotional one, though each increased her empathy for people on the margins of society. Showing little interest in school, Lange apprenticed herself to a string of portrait photographers in New York, where she learned the mechanics of the trade and the art of bonding seamlessly with her subject. “Photography was a new profession and therefore not defined as a uniquely male skill or tradition,” Gordon says. In San Francisco, where Lange moved in 1918, she created a portrait studio “successful beyond her dreams.”

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