Keynote by Arne van Oosterom at the Interaction South America 2013 conference in Recife Brazil.

1. Interaction
South America
Brazil / Nov. 13-16 2013
Arne van Oosterom

2. @DesignThinkers

3. why do I do what I do?

4. We have to
humanize
organisations

8. we are a community of entrepreneurs

9. UK since 2011
USA since 2010
Spain since 2013
Netherlands since 2007
Germany since 2011
China since 2013
Israel since 2012
Singapore since 2012
Brazil since 2012
Chile since 2010
* Developing
Established
Partners
Uruguay since 2013
Argentina since 2013
Australia since 2013

10. we are a global multidisciplinary team of freethinkers

11. We are featured in
many international
publications.
We are co-author of
the award winning
book This is Service
Design Thinking.

12. new organisational model

13. we created our serendipity machine

14. new businessmodel

15. new consultancy

16. When you want to
differentiate your
organisation you’ll
have to build a
different organisation.

17. so that’s me...

18. case-studies are only about
outcomes and never about
what realy happened...

20. You learn to DO stuff by... DOING stuff

23. anyway....

24. I don’t know who you are

25. People have biases and heuristics

26. value co-creation

27. I have some questions for you

28. what is really important to you?

29. what is really really really important to you?

30. Health & Happiness

31. what’s more important?

32. Does you company focus on making
you happy & keeping you healthy?

33. Does you company focus on making
the people you love happy & healthy?

34. Does you company focus on making
their customers happy & healthy?

35. Why Not?

36. What is more important?

37. Better society?

38. Better future?

39. Planet?

40. Money?

41. What is money for?

42. Healthcare and/or
happiness is the
core-business of all
organizations.

43. Most of them are
just very bad at it

44. A Bank
... and trust

45. Create a radically new offering and
you can differentiate yourself... be
value driven
opportunity

46. An Insurance Company
... and the “fine print”

47. opportunity
Understanding what people are trying to do, and invest in
understanding and helping existing customers reach
goals, this will open up a wide range of possibilities.

48. A Hospital
... and not being empathetic

49. opportunity
Developing truly human centered
health services for people is an wide
open and empty space…

51. A Consumer Electronics Company
And “being so big, simply surviving
takes up all your time and energy”

52. Build a culture of trust to allow people to collaborate in multidisciplinary
teams, interact with real customers and develop empathy.
Understanding value-creation will lead to new insights and
opportunities.
opportunity

53. A Foodstuff Company
and slowly poisoning your own customers

54. Developing small, local solutions by local teams, but
globally connected by shared values and vision.
opportunity

55. a Telco
and seeing your customer as your enemy

56. a Telco
there is room for a brand that walks the talk, a brand
people trust, no contracts aimed to lock you in,
simple, pay for what you get, without confusing the
hell out of people with bundles or boxes and
providing real service

57. So what is
the problem?

58. What all these companies share:
Silo’s make them inflexible
Risk-averse culture
Employees feel powerless
No shared values and vision
KPI’s and incentives are not customer centric
Linear mindset
Short-term thinking
No real sense of urgency
They are competing in a sea of sameness

59. What all these companies share:
Silo’s make them inflexible
Risk-averse culture
Employees feel powerless
No shared values and vision
KPI’s and incentives are not customer centric
Linear mindset
Short-term thinking
No real sense of urgency
They are competing in a sea of sameness

60. What all these companies share:
Silo’s make them inflexible
Risk-averse culture
Employees feel powerless
No shared values and vision
KPI’s and incentives are not customer centric
Linear mindset
Short-term thinking
No real sense of urgency
They are competing in a sea of sameness

61. What all these companies share:
Silo’s make them inflexible
Risk-averse culture
Employees feel powerless
No shared values and vision
KPI’s and incentives are not customer centric
Linear mindset
Short-term thinking
No real sense of urgency
They are competing in a sea of sameness

62. What all these companies share:
Silo’s make them inflexible
Risk-averse culture
Employees feel powerless
No shared values and vision
KPI’s and incentives are not customer centric
Linear mindset
Short-term thinking
No real sense of urgency
They are competing in a sea of sameness

63. What all these companies share:
Silo’s make them inflexible
Risk-averse culture
Employees feel powerless
No shared values and vision
KPI’s and incentives are not customer centric
Linear mindset
Short-term thinking
No real sense of urgency
They are competing in a sea of sameness

64. What all these companies share:
Silo’s make them inflexible
Risk-averse culture
Employees feel powerless
No shared values and vision
KPI’s and incentives are not customer centric
Linear mindset
Short-term thinking
No real sense of urgency
They are competing in a sea of sameness

65. What all these companies share:
Silo’s make them inflexible
Risk-averse culture
Employees feel powerless
No shared values and vision
KPI’s and incentives are not customer centric
Linear mindset
Short-term thinking
No real sense of urgency
They are competing in a sea of sameness

66. What all these companies share:
Silo’s make them inflexible
Risk-averse culture
Employees feel powerless
No shared values and vision
KPI’s and incentives are not customer centric
Linear and short-term mindset
Short-term thinking
No real sense of urgency
They are competing in a sea of sameness

67. We have an
opportunity to make
a real change.

68. How can you make a
difference?

69. By challenging ourselves

70. Not sticking to our mistakes

71. Questioning ourselves

72. Learn to Unlearn

73. Look at the bigger picture

74. Design Thinking enables
you to zoom-in-and-out

75. Design Thinking allows you to ask
questions, unpack systems, see
context, try experiment and learn
from making mistakes and make
better decisions

76. Design Thinking supports the
multi-dimensional person you are

77. Design Thinking empowers the
generalist inside of you

78. Design Thinking builds empathy

79. We need to humanize organisations

80. Because ultimately
business is or should be
about creating value with
people and for people.