A new economics and integrated business model is possible.
Go to: Project NEMO (New/Next Economic Model)
Go to: INSEDE (Institute for Sustainable Economic Development)
Go to: Business Engineering Systems
(New perspectives for the design and development of economy, politics and community)
to original bengin ¦
to English (beta)
Nachfolgender Text ist eine Kopie aus dem Business Week
vom 8. März 2005, Copyright ist auf der Pendenzenliste
Business Week Online
MARCH 8, 2005
THE GLOBAL ECONOMY
By Bruce Nussbaum
The Empathy Economy
"Design thinking" can create rewarding experiences for
consumers -- the key to earnings growth and an edge that outsourcing
You can't Six Sigma your way to high-impact innovation, but you can
design your company to generate products and services that provide great
consumer experiences, top-line revenue growth, and fat profit margins.
That's the sometimes-painful message CEOs in America are learning today.
Quality-management programs can't give you the kind of empathetic
connection to consumers that increasingly is the key to opening up new
business opportunities. All the B-school-educated managers you hire
won't automatically get you the outside-the-box thinking you need to
build new brands -- or create new experiences for old brands. The truth
is we're moving from a knowledge economy that was dominated by
technology into an experience economy controlled by consumers and the
corporations who empathize with them.
"MASTERS OF HEURISTICS." Indian and Chinese engineers
and manufacturers are doing more and more of the old cost- and
quality-control Six-Sigma stuff (you haven't seen anything yet in
outsourcing), leaving U.S. corporations to build new business models
around customer culture. America's customer culture is a divide that
foreigners have a hard time penetrating -- which gives U.S. companies
their best, and perhaps only, shot for growth. And design thinking is
increasingly the discipline managers are embracing to penetrate this
Roger Martin, dean of the Rotman
School of Management at the University of Toronto, is reshaping
his entire MBA program around the principle that "businesspeople
will have to become more 'masters of heuristics' than 'managers of
algorithms,'" that "design skills and business skills are
converging," as he said in the Winter, 2004, edition of the
school's alumni publication. It's time to embrace a new value
proposition based on creating -- indeed, often co-creating -- new
products and services with customers that fill their needs, make them
happy, and make companies and shareholders rich.
Understanding, empathy, problem-solving -- these are the heuristic
managerial skills needed today, argues Martin, who advises Procter &
Gamble (PG ) CEO A.G. Lafley. That should tell you a lot. Lafley is
using design thinking to transform P&G into an innovation powerhouse.
Managers who want to "get" the new innovation paradigm should
check out Martin's MBA and exec-ed programs.
RIGHT-BRAIN GAINS. Martin isn't the only one who understands this
major shift in the economy and why CEOs must respond. In his new book, A
Whole New Mind: Moving from the Information Age to the Conceptual Age, Daniel
Pink argues that left-brain linear, analytical, and computer-like
thinking are being replaced by right-brain empathy, inventiveness, and
understanding as skills most needed by business.
Pink points to Asia, automation, and abundance as the reasons behind the
shift. What does this mean for future jobs? Winners are designers,
inventors, counselors, ethnographers, social psychologists, and other
right-brain folks, while losers will be lawyers, engineers, accountants,
and other left-brainers who will see their jobs migrate across the
Pacific. There's also, of course, C.K. Prahalad's terrific book The
Future of Competition: Co-Creating Unique Value with Customers.
If you still harbor doubts about what's happening, check out the job
boards of two of my favorite design sites: idsa.org
The Industrial Designers Society of America runs one of the best design
contests in the world (which BusinessWeek supports and publishes the
results of every June) and core77 is one of the coolest, most
informative design sites around.
RISING TO THE TOP. In December of last year, ZIBA Design in
Portland, Ore., a top design consultancy, ran an ad for a "visualization
specialist." ZIBA advertised itself as "an international
design consultancy that helps companies create meaningful ideas, designs,
and experiences that customers crave." It says it's a company
driven by an obsession "for understanding people, brands and
technology." "ZIBA innovates with soul." Is that
heuristic enough for you?
That same month, Palo Alto (Calif.)-based IDEO (see BW, 5/17/04, "The
Power of Design") ran an ad for a conceptual designer. It
read: "You bring...a holistic approach to process: Formulating
cultural and user insights, mapping opportunity spaces through strategic
frameworks, and expressing compelling solutions." Ask yourself this:
Who in your company at this moment is mapping out opportunity spaces
through strategic frameworks?
Smart CEOs are turning to this kind of design thinking to guide them to
the new land. ZIBA, IDEO, and other design firms are in great demand.
Increasingly, design thinking is making its way up to "C"
suite levels inside corporations, with chief creative officer, chief
innovation officer, or even chief customer officer joining the
organization table. Sometimes, design thinking goes all the way to the
SHAPING CONSUMER EXPERIENCE. Think about what GE Healthcare
Technologies (GE ) CEO Joseph M. Hogan has to say about the future of
his business. Hogan wrote in @issue: The Journal of Business &
Design: "Today, when we think about designing, say, a new MRI
system, we don't just think about designing the product, we think about
designing the whole radiology suite. Design in the next 10 years will
move beyond the product. It will move beyond workflow. Hospitals in the
future...will have different ways of interacting with the patient. We
have to think about setting the course for how design can affect the
whole health-care experience."
Patient experience. Consumer experience. Take Hogan's template and apply
it to the U.S. economy, and you can see where we're going. Now, how many
of you have looked up the word "heuristic" yet?
is editorial page editor for BusinessWeek and covers design
Edited by Patricia O'Connell
Copyright 2000-2004, by The McGraw-Hill Companies Inc. All rights
of Use Privacy Notice
"A new Information Revolution is under way.
It is not a revolution in technology, machinery, techniques, software or
It is a revolution in CONCEPTS.".
Peter F. Drucker
Management Challenges for the 21st Century,