Service Innovation in Emerging Markets
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Keynote presentation at the Service Experience Camp Conference in Berlin (Nov 2015) titled
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Service Innovation in Emerging Markets
- 1. Service Experience Camp, Berlin 2015 © Copyright Insitum 2015 SERVICE INNOVATION IN ‘EMERGING MARKETS’ Service Innovation in “survival” mode LUIS ARNAL, Founder / President INSITUM @luisarnal
- 2. Service Experience Camp, Berlin 2015 © Copyright Insitum 2015 NORTH AMERICA SOUTH AMERICA EUROPE
- 3. Service Experience Camp, Berlin 2015 © Copyright Insitum 2015
- 4. Service Experience Camp, Berlin 2015 © Copyright Insitum 2015 Who has played ?
- 5. Service Experience Camp, Berlin 2015 © Copyright Insitum 2015
- 6. Service Experience Camp, Berlin 2015 © Copyright Insitum 2015 CREATIVE MODE • No big dangers (zombies, creepers) • You control the weather, time • Unlimited resources available • No ‘crafting’ tools—they are ready to use • Unlimited lives • You can fly = experimentation, testing, learning
- 7. Service Experience Camp, Berlin 2015 © Copyright Insitum 2015
- 8. Service Experience Camp, Berlin 2015 © Copyright Insitum 2015 SURVIVAL MODE • Start with bare hands, you have to ‘mine’ all resources and ‘craft’ everything • Evil creatures want a piece of you (zombies, creepers, spiders, skeletons) • Lack weather / time control (dangerous nights) • No flying, tread carefully • You die or get killed means you have to restart the game = resilience, careful, focus on short-term gains
- 9. Service Experience Camp, Berlin 2015 © Copyright Insitum 2015 EM Service Design = ‘Survival mode’
- 10. Service Experience Camp, Berlin 2015 © Copyright Insitum 2015 HOW?4 dangers of ‘survival’ mode
- 11. Service Experience Camp, Berlin 2015 © Copyright Insitum 2015 A HETEROGENEOUS ECOSYSTEM (Economic, Social, Political, Cultural differences)
- 12. Service Experience Camp, Berlin 2015 © Copyright Insitum 2015
- 13. Service Experience Camp, Berlin 2015 © Copyright Insitum 2015 • Understand the mental models, deep empathy (the one done by social scientists) • Base your customer journey on f***ing research! (Marc Stickdorn)
- 14. Service Experience Camp, Berlin 2015 © Copyright Insitum 2015 If you want to understand how a lion hunts, don’t go to the zoo. Go to the jungle savannah.” Based on an erroneous quote by Kevin Roberts (CEO Saatchi). Lions don’t live in jungles
- 15. Service Experience Camp, Berlin 2015 © Copyright Insitum 2015 VALUE ≠ QUALITY (make it work before you make it better)
- 16. Service Experience Camp, Berlin 2015 © Copyright Insitum 2015
- 17. Service Experience Camp, Berlin 2015 © Copyright Insitum 2015 • Clients: “Just enough is good enough” • No holistic view for the efficient use of resources: $, effort, benefit, time, social capital, trust
- 18. Service Experience Camp, Berlin 2015 © Copyright Insitum 2015 • Clients: “Just enough is good enough” • No holistic view for the efficient use of resources, effort, benefit & time • Money is scarce, but time is plenty money time Germany EM’s money Time, effort
- 19. Service Experience Camp, Berlin 2015 © Copyright Insitum 2015 Focus on what ‘value’ means ‘value’ is in the eyes of the beholder
- 20. Service Experience Camp, Berlin 2015 © Copyright Insitum 2015 ORGANIZATIONAL BARRIERS TO IMPLEMENT SD (designing the service is not the end)
- 21. Service Experience Camp, Berlin 2015 © Copyright Insitum 2015
- 22. Service Experience Camp, Berlin 2015 © Copyright Insitum 2015 • Educate / evangelize client ecosystem • It’s their idea, not yours (you are only a consultant) • Define the WHAT and the HOW (to implement)
- 23. Service Experience Camp, Berlin 2015 © Copyright Insitum 2015 Don’t overestimate your client’s ability to implement It ain’t over till it’s out there
- 24. Service Experience Camp, Berlin 2015 © Copyright Insitum 2015 POOR SUPPORT SYSTEMS (infrastructure, money, time, technology, government, talent/skills/education, cooperation)
- 25. Service Experience Camp, Berlin 2015 © Copyright Insitum 2015
- 26. Service Experience Camp, Berlin 2015 © Copyright Insitum 2015 • Often, “ideal” experiences can’t be implemented, so ‘satisfice’ • Frustrating, but… it’s better than doing nothing
- 27. Service Experience Camp, Berlin 2015 © Copyright Insitum 2015 Live happy with sub-optimal solutions Often ‘good-enough’ is the most you can do, get over it.
- 28. Service Experience Camp, Berlin 2015 © Copyright Insitum 2015 The Law of Innovation Stability: For every great idea you have, there is an opposing force trying to copy, harm, critique, destroy, imitate or profit from it—often illegally.
- 29. Service Experience Camp, Berlin 2015 © Copyright Insitum 2015 ¡Gracias! Danke! luisarnal@insitum.com @luisarnal
Notes de l'éditeur
- Voces notaran pelo meu sotaque, que eu nao soy brasileiro, mais voy me esforcar para fazer a palestra em portugues O Design thinking e como sexo para adolescentes, tudo mundo fala que faz, mais poucos realmente fazen, e os poucos que fazen nao fazen muito bem…
- Peter Drucker knew about the power of observation.
- Uma das respostas é a que compara a inovação com a medicina. A medicina é um termo generico como hoje é a inovação. Há 500 anos, ninguem sabia fazer muito bem, as pessoas morriam sem saber de que enfermidade; havia pouca pesquisa, quase todas as solucoes eram baseadas en acerto e erro; muito experiementos falhos, e tambem habian muitos charlatan, hoje ha muito charlatan na hora de fazer innovacao. O mesmo tem acontencido com a innovacao, é um termo generico que nao significa nada. A gente fala inovacao e cada um de voces entende uma coisa diferente: cratividade, novos produtos, marca.. Para muita gente ate hoje tudo pode ser considerado medicina. E na minha carreira tenho descoberto que dentro das empresas (e empreendedores tmb) hoje em dia, falar de innovacao é como falar de medicina. Tudo mundo faz medicina, mas tem pessoas que curam, que previnem, que lucram, tem um monte de pessoas que fazem medicina de forma distinta.
- Peter Drucker knew about the power of observation.
- Uma das respostas é a que compara a inovação com a medicina. A medicina é um termo generico como hoje é a inovação. Há 500 anos, ninguem sabia fazer muito bem, as pessoas morriam sem saber de que enfermidade; havia pouca pesquisa, quase todas as solucoes eram baseadas en acerto e erro; muito experiementos falhos, e tambem habian muitos charlatan, hoje ha muito charlatan na hora de fazer innovacao. O mesmo tem acontencido com a innovacao, é um termo generico que nao significa nada. A gente fala inovacao e cada um de voces entende uma coisa diferente: cratividade, novos produtos, marca.. Para muita gente ate hoje tudo pode ser considerado medicina. E na minha carreira tenho descoberto que dentro das empresas (e empreendedores tmb) hoje em dia, falar de innovacao é como falar de medicina. Tudo mundo faz medicina, mas tem pessoas que curam, que previnem, que lucram, tem um monte de pessoas que fazem medicina de forma distinta.
- Q: Orthodoxies are commonly held assumptions about customers, consumers, or internal processes that affect innovation and focus. Please list two or three of your most important orthodoxies. The most-cited orthodoxies include: Assuming that consumers will remain loyal to Sabritas’ brands Assuming that customer preferences do not change significantly The complete set of identified orthodoxies was very broad. Assumed loyalty and stable customer preferences were the most common – and worse, they are among the most dangerous. Sabritas has built and nurtured many leading brands into icons and sources of well-earned pride… However, one of the oldest and most common issues in innovation is when market or category leaders lose their way, and fail to pay enough attention to smaller rivals until it is too late. We do not have a clear vision We do not have an innovation strategy There’s a disconnect between short and long term Innovation has been result of accident Sometimes we innovate, but there is no agenda for innovation Innovation lacks focus We are good at incremental line extension innovation We are not good at disruptive innovation The competition is innovating so it’s making us awake to their changes We are arrogant and live by our past success When you have 80% of the market, it's hard to grow Some people don’t think innovation is needed the future—just sales, volume, kilo’s—that we only grow with core. So we don’t need it. We are not a process-oriented company No clarity as far as overall project management skill No robust process for innovating or managing innovations We have not been effective at managing the portfolio We have no process for filtering the number of launches We forget about the ones that were launched... We’re not paid for tracking, we’re paid for launching and executing If we have fewer initiatives, then we could spend more time on focusing on the market Sabritas has a strange, old, systematic way of working—by territorial expansion. We replicate bad business practices over and over across regions There is no agenda to act differently; Sabritas is the most empowering place I’ve every seen—but there is no agenda... We do not reward people for innovation We are paid for executing not for innovation We don’t like to make mistakes We do not want to take risk We have to deliver on our plan each quarter The pressure is to deliver every month; we don’t risk delivering on our plan We are a very entrepreneurial organization We have talented people in the organization We are a competitive company... an “I can do it” company We do not think as teams We need early involvement of multifunctional teams It is difficult to align different areas It is a culture more of individuals and less of teams
- ASSUMPTIONS
- Gini index which measures income disparity) is the highest in emerging countries: Latam, Africa, Asia, Russia, Philipines, Thailand, India (Not Gini but a strong cast system) OPPORTUNITY, EDUCATION, JUDICIAL, GENDER, ACCESS, TRANSPORTATION, FINANCIAL, differences make it Harder to make everyone happy.
- One of the worst Airlines I have flown. Flight delays are a rule, no help. But its dirt cheap. People are happy, because they compare the value they get from a bus experience. So comparing to buses, this airline is great!
- Be open to making tradeoffs between designing a super optimal experience and a just better than the current experience. Do high quality research, like the one done by social scientists (ethnographers, psychologists) designers are great, but SS are better We all hear great examples of Innovation consulting projects in africa, latin america and other emerging markets with ONG’s and consultancies that end with .org but most Service design opportunities lie in the private sector, making money is still a strong and legitimate motivator!
- Concentrarse en los detalles. (Ver observación): Como no siempre la persona verbaliza sus sentimientos, hasta el más pequeño detalle de su comportamiento nos es de utilidad. Debemos saber leer "entre líneas". Una gran forma de entrar en la piel del otro, es imitando todos los detalles: movimientos, forma de vestir, ademanes, lenguaje, vocabulario. The first one is our capacity to observe. But not just look at something, but observe it harder. What do you see? (stones) Nota: deja la lamina 2 minutos y escucha lo que dice la gente: formas, texturas, colores, playa, rio, fortaleza, tiempo, naturaleza, etc. Y demuestra que estan viendo mas alla que piedras Being a good observer requires: 1) patience, 2) intuition, 3) awareness of what is going on, 4) ability to interpret (and come up with so many different meanings for a bunch of stones), 5) go further than the original meaning (stones) being non-obvious.
- No necesitas estar en contacto con el paciente para ser patient centric, todas las que tomas y no tomas o retrasas tiene una implicacion al paciente.
- Make it work before you make it better. What is value for people? For some it might be quality, but for others is money, or time or effort.
- What is value for people? For some it might be quality, but for others is money, or time or effort.
- We often assume that value is “having a delightful experience”, but depending on who you talk to, value might be: time, money, efficiency, business model, or even provide an unengaging customer experience!
- Client was engaged since the beginning… the research, the conceiving the solution (concept)… and also in the design of it. But had a big gap between the design and the implementation. So we helped facilitate this too! (roadmap)
- We have a responsibility to educate the market around Service design and good SD!
- It is our responsibility to help clients implement our services. Dont focus only on the fun stuff (designing on paper) but get involved in implementation
- Some experiences can't just be implemented, so you need to find ways to improve without technology, or skilled people. Many Service design problems can be solved with skilled employees, but you just can’t find them easily in emerging markets. No trust, no cooperation between businesses or even inside organizations.
- Came up with 10 solutions, implemented 1
- low-tech, easy, short-term, inexpensive, temporary
- Concentrarse en los detalles. (Ver observación): Como no siempre la persona verbaliza sus sentimientos, hasta el más pequeño detalle de su comportamiento nos es de utilidad. Debemos saber leer "entre líneas". Una gran forma de entrar en la piel del otro, es imitando todos los detalles: movimientos, forma de vestir, ademanes, lenguaje, vocabulario. The first one is our capacity to observe. But not just look at something, but observe it harder. What do you see? (stones) Nota: deja la lamina 2 minutos y escucha lo que dice la gente: formas, texturas, colores, playa, rio, fortaleza, tiempo, naturaleza, etc. Y demuestra que estan viendo mas alla que piedras Being a good observer requires: 1) patience, 2) intuition, 3) awareness of what is going on, 4) ability to interpret (and come up with so many different meanings for a bunch of stones), 5) go further than the original meaning (stones) being non-obvious.
- ONE LAST CONSIDERATION:
- E a tercera coisa que se precisa e ter um time com as habilidades necesarias para fazer inovacao. Ter pessoas que pensem de um jeito diferente, que tenham um bom balanço entre pensamento analitico e pensamento intuitivo. Por que e importante isso? Por que na maioria das empresas hoje nao existem muitas pessoas assim, e as poucas que tem, nao estão sendo aproveitadas de um jeito apropiado. É justamente neste tema que vou pasar mais tempo na minha palestra.