Designing for Meaning: Using Nostalgia, Mystery, and Frustration to Create Value Beyond Measure
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1. The document discusses using nostalgia, mystery, and frustration to create meaningful experiences and value beyond just financial measures. 2. It argues that businesses should consider more than just metrics and honor people's full, unquantified selves rather than just self-interest. 3. Examples are provided of how nostalgia, mystery, and strategically introduced frustration can be used to create experiences greater than oneself and shift focus to values like empathy over just efficiency.
Designing for Meaning: Using Nostalgia, Mystery, and Frustration to Create Value Beyond Measure
- 1. Designing for Meaning Using nostalgia, mystery, and frustration to create value beyond measure Tim Leberecht / NBBJ / Silicon Valley Bank CEO Summit, April 11, 2013
- 2. Barca!
- 3. Burning Man
- 4. “The problem is not measurement per se. The problem is the loss of balance between valuing what can be measured and what cannot, and becoming so dependent on quantitative measures that they displace judgment and learning.” PETER SENGE Human Facebook “Like”
- 6. Tom & Jerry Christmas House
- 7. TED Open Translation Project
- 8. The most tweeted image
- 9. 1. Exclude 2. Exchange 3. Elevate
- 10. “Goldman Sachs Hires Single Morally Decent Human Being To Work In Separate, Enclosed Cubicle” The Onion Dis-connected Image: The Onion
- 11. - 27% of bosses believe their employees are inspired by their firm. However, in the same survey only 4% of employees agreed. (Boston Research Group/LRN) - 72% of workers are indifferent or downright negative towards work. (Gallup, 2013) - 95% of Americans reject the idea that a corporation’s only purpose is to make money. (BusinessWeek) - People regard experts such as academics or even their peers as twice as more trustworthy than institutional leaders. (Edelman Trust Barometer 2013) - 75% of consumers say they are likely to switch to brands associated with a good cause if price and quality are equal. (Trends Report) - Employee loyalty is at a seven-year low. (MetLife 2012) - 1 in 3 employees plans to leave his or her job by the end of the year. (MetLife 2012) - The average company loses anywhere from 20 to 50% of its employee base every year. (MetLife 2012) -47% of consumers say they buy, every month, at least one brand that supports a good cause, a 47% increase from 2010. 72% of consumers say they would recommend a brand that supports a good cause – a 38% increase in two years. (Edelman, 2012) - Consumers say they’re more likely to discuss the good deeds a company does than they are to discuss a company’s financial performance. (Weber Shandwick, 2012, survey) - “Conscious” companies outperform competitors by a factor of 10. (Conscious Capitalism)
- 13. “Market systems are justified not because of efficiencies and profits, but because humans are first and foremost social and emotional beings, and markets provide a sympathetic community for social exchange.” Robert C. Solomon
- 14. Enter THE BUSINESS ROMANTIC Makes us see the beauty of the world with “fresh eyes.” Considers business to be more than a numbers game: a powerful vehicle for creating richer human experiences that mean more. Honors our full “un-quantified selves” rather than just catering to our “quantified selves” and our self-interests. Carves out spaces for the ephemeral and transcendent —for experiences that are “greater than ourselves.” Values what is immeasurable but makes us human: values such as empathy, generosity, devotion, love, hope. Small ‘acts of significance’
- 15. THE BUSINESS ROMANTIC Makes us see the beauty of the world with “fresh eyes.” Considers business to be more than a numbers game: a powerful vehicle for creating richer human experiences that mean more. Honors our full “un-quantified selves” rather than just catering to our “quantified selves” and our self-interests. Carves out spaces for the artful and playful —for experiences that are “greater than ourselves.”
- 16. Traditional Smart Meaningful Planning Acting Wandering Conversion Connection Reconnection (Nostalgia) Process Dashboard Principles Control Monitoring Loss of control Consistency Diversity Serendipity Big Idea Big Data Big Intuition Rapid response Real-time Pre-emptive Segmenting Behavioral targeting Distributed presence Message Conversation (Occasional) silence Visibility Transparency Mystery Risk Calculated risk Vulnerability Benefit Value Values Attraction Liking Love Convenience User-friendliness Frustration Efficiency Excellence Significance Self-interest Quantified Self Un-Quantified Self
- 17. Traditional Smart Meaningful Planning Acting Wandering Conversion Connection Reconnection (Nostalgia) Process Dashboard Principles Control Monitoring Loss of control Consistency Diversity Serendipity Big Idea Big Data Big Intuition Rapid response Real-time Pre-emptive Segmenting Behavioral targeting Distributed presence Message Conversation (Occasional) silence Visibility Transparency Mystery Risk Calculated risk Vulnerability Benefit Value Values Attraction Liking Love Convenience User-friendliness Frustration Efficiency Excellence Significance Self-interest Quantified Self Un-Quantified Self
- 19. Nostalgia
- 22. Outbox: Digital snail mail
- 23. Snapchat: Permission to forget
- 25. Mystery
- 26. Secret Cinema: Mystery screenings
- 27. Grey Poupon: Secret society
- 28. KLM: Random acts of kindness
- 33. Frustration
- 34. “Can my grandmother use it?”
- 36. “Whenever technology companies complain that our broken world must be fixed, our initial impulse should be to ask: how do we know our world is broken in exactly the same way that Silicon Valley claims it is? What if the engineers are wrong and frustration, inconsistency, forgetting, perhaps even partisanship, are the very features that allow us to morph into the complex social actors that we are?” EVGENY MOROZOV
- 38. Thank you. @timleberecht timleberecht.tumblr.com www.nbbj.com