Future Proof Design and the Platform Design Canvas

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This presentation was given as an introduction of a workshop on the platform design canvas during the Barcelona Design Thinking Week at the Elisava Design and Engineering School.

The objective of the canvas is to help people design Platforms and Ecosystems not only one shot, one feature, linear products.

The canvas itself is derived by the Business Model Canvas of which it tries to overcome the limitations when applied in Platform Design.

The Platform Design Canvas is currently in Live Edit here http://goo.gl/wz615

Context post: http://meedabyte.com/2013/06/26/the-platform-design-canvas-a-tool-for-business-design/

Publié dans : Design, Technologie, Business
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Future Proof Design and the Platform Design Canvas

  1. Future Proof Design“Ideas to design Resilient, Enduring and Meaningful Businesses (&products)” Simone Cicero meedabyte.com /@meedabyte Barcelona Design Thinking Week 13
  2. crisis
  3. per – capita needs global use/availability
  4. “It is wholly a confusion of ideas to suppose that the economical use of resources is equivalent to a diminished consumption. The very contrary is the truth.” William Stanley Jevons
  5. We could have expected
  6. A crisis is any event that is, or expected to lead to, an unstable and dangerous situation affecting an individual, group, community, or whole society. Crises are deemed to be negative changes in the security, economic, political, societal, or environmental affairs, especially when they occur abruptly, with little or no warning. More loosely, it is a term meaning 'a testing time' or an 'emergency event'.
  7. #occupygezipark
  8. A clash of visions
  9. A clash of powers
  10. “In a time when technologies have drastically reduced the efficient scale of production, capital, instead of adapting itself to this reality, has fled towards the opacity of securitization and large- scale short selling. “ David De Ugarte, Las Indias
  11. Disownership
  12. From Albert Canigueral, http://www.consumocolaborativo.com/
  13. A global discourse
  14. “Last year the impacts of climate change, cost Unilever more than 200M€. Even if you can ignore this, you cannot ignore the growth of social media, which will be ruthless to businesses that are judged to be making the world a worse place, not a better one. So many companies are waking up and realising that they can be inside the tent, shaping solutions, future-proofing their businesses, strengthening their ties with their existing consumers and reaching new ones.” Paul Polman CEO Unilever
  15. Can’t hide
  16. “In fact, morality becomes their most powerful product, forging a lasting connection with constituents by out-behaving their competition.” Tim Leberecht CMO Frog Design
  17. Once, you could even design stupid, inefficient, absurd products and succeed.
  18. Now you can’t.
  19. Designing products for today
  20. is that complicated
  21. Apple launched the appstore making the phone a platform for use case innovation July 10, 2008
  22. No more monolithic products
  23. Modularity Customizability Hackability
  24. pioneers
  25. Make & Sell
  26. tools Facilitated Contexts/Channels
  27. DIY (and maybe sell)
  28. Nahia: a customizable bikini!
  29. Allow Peers to create for other Peers (that can make and sell)
  30. Peer producers
  31. A step further: the right to access
  32. not enough anymore
  33. https://www.youtube.com/watch?v=E6rwQy75U8MFreekea
  34. INNOVATION: where to go?
  35. Community Centric User Centric
  36. co-creation
  37. no more just a fancy word to use at work
  38. “We take to heart what our community thinks of us. It’s a challenge to listen to the community and try to evolve with it. We learned a long time ago that although we cannot make everyone happy, we should listen to as many people as possible. Our job is to pick the best path to support that community. I can give you many examples where our gut told us one thing and the community pulled us in another, better direction.” Nathan Seidle, Founder of Sparkfun
  39. “the best path to support that community”
  40. ”The art of creating software and building new things was starting to get celebrated at these hackathons,” Where there was a hackathon, there was Twilio. Jeff Lawson, CEO/Cofounder of Twilio
  41. Letting the community drive
  42. Ok, but how?
  43. identify behaviors transactions relations
  44. spot new exchange markets social capital creation
  45. facilitate interaction and value exchange
  46. through channels
  47. A platform
  48. A platform grants freedoms to allow the peers add value. Peers perform exchanges and transactions. Channels are provided to facilitate.
  49. Use Case innovation happens at the peers level. The creation of new and improved channels is the mission of the platform stakeholders.
  50. Illustration by Simon Wardley - blog.gardeviance.org ILC Cycle
  51. “Let us suppose you were a provider of utility computing infrastructure services and one of these new higher orders systems (e.g. big data systems built with hadoop) started to diffuse. … you could detect this diffusion in close to real time and hence rapidly decide to commoditize any new activity … in this case by introducing something like Amazon Elastic Map Reduce. Naturally, you’d be accused of eating the ecosystem if you did this repeatedly but at the same time your new component services would help grow the ecosystem and create new higher order services. ” Simon Wardley, from http://blog.gardeviance.org/2013/01/ecosystems.html
  52. The more a player has direct access to the customer base, the more it could decide what to commoditize and iterate ILC cycles, staying ahead with new product offerings.
  53. Innovating the platform concerns: Commoditization vs Commonification
  54. Commons Centric Community Centric
  55. +
  56. distributed capital means less interest in rents
  57. inherently open
  58. risks in competitive advantage
  59. shared innovation
  60. openness is a resilience strategy
  61. “Sustainability is all about figuring out how to be in business forever, avoiding the temptation to overreach, to maximize near term profits at the expense of long term health. It is about adapting the business to changing market dynamics. It is about building a team and a culture that can survive and keep going.” Fred Wilson, VC
  62. companies are communities
  63. Communities can be products
  64. Communities are companies
  65. “Inside the company, though, we all take on the role that suits the work in front of us. Everyone is a designer. Everyone can question each other’s work. Anyone can recruit someone onto his or her project. Everyone has to function as a “strategist,” which really means figuring out how to do what’s right for our customers. We all engage in analysis, measurement, predictions, evaluations” From Valve’s Handbook for new Employees
  66. It’s not only about product design, it’s also about enterprise design
  67. the enterprise IS the product
  68. see it as a platform
  69. 1. Enable value creation 2. Facilitate value exchange 3. Extract fair value 4. Listen to communities
  70. the Platform Design Canvas
  71. A fork of the business model canvas
  72. This work is a fork of the Business Model Generation Canvas by Alex Osterwalder (http://www.businessmodelgeneration.com) and is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License , To view a copy of this license, visit http://creativecommons.org/licenses/by- sa/3.0/. The Platform Design Canvas is in Live Editing
  73. To be used: • Design with ecosystems in mind • Identify value creation contexts • Identify peer segments and actors • Identify opportunities (emerging transactions) • Create new channels •Identify community support services • Identify exchange currencies
  74. What peer segments are present in the ecosystem? They could be producers, consumers or prosumers playing both the roles
  75. How's the value created? In what forms?
  76. What are the recurring transactions between the peer segments composing the ecosystem?
  77. Through which channels do the peer segments get in contact and execute transactions?
  78. How is the value exchanged and in what forms?
  79. What are the key stakeholders contributing to the platform operation and mission?
  80. What services are available for the community to support value creation?
  81. What are the key components of the platform? (resources, formats, infrastructures)
  82. Where is the value extracted and in what forms?
  83. Examples
  84. iOS App store Developers Indie studios Dev houses App purchase App review App recommen. App store IDE App checking Promotions Apple AD network Payment GW New Use Cases Cash flows for devs Brand visibility Ad interaction Users Tech Firms SMBs WWDC 30% fee on transactionsApps purchase / Money Reviews / Cred IDE access fee
  85. Wordpress Developers Bloggers Agencies Wp.org Wordpress SW Wordcamp Runnnig Wp.org Wordpress New Use Cases Brand visibility Starting a blog Fees for servicesWP.com upgrades / Money Reviews / Cred Tech Firms Premium Theme purchhase wp.com Purchases on Third party shops Upgrading a blog Wp.com Third Party marketplaces Personalized L&F Third party stores/ecosystem Browser providers Developers WP backends LAMP Stack WP.com Theme upgrades / Money Free Code
  86. First test run of the #Pdcanvas @Barcelona Design Thinking Week 2013: Designing a platform for the socialization of traditional games
  87. THANKS get in touch! @meedabyte workshops & consulting