How lean and service design methods can create innovative, digital products
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The document discusses how lean and service design methods can be used to create innovative digital products that challenge the status quo. It provides insights into digital user behavior, technological trends, and changes in value chains to help facilitate new product development, customer development, launch, and evaluation. The key points are that the internet is changing business models and consumer behavior, and that companies need to work like startups by prototyping solutions, getting customer feedback, and adapting quickly.
How lean and service design methods can create innovative, digital products
- 1. How lean & service design methods can create innovative, digital products that challenge status quo October 2012 Magnus Christensson Socialsquare Partner and CEO
- 3. Digital innovation We make sure that choices are made and prioritised. We create We provide insight business prototypes into the digital of future products behaviour of users, and services technological trends and changes in value chains We facilitate product development, customer development, launch and ongoing evaluation
- 4. Some of our references:
- 5. Some of our references:
- 6. 3 things 1. Internet is changing business 2. Design services in new ways 3. Make things happen by working like a start-up
- 10. Consumption Distrib ution Cre ation Behaviour changes Consumption with new technologies
- 13. More people have access to the marketplace Transactions The marketplace are social is back on the internet
- 16. Compe titors digital are -only ins cha ing lue ang Va ch are Disruption does not care about your brand will ustry ible You r ind tang e in b ec o m Change comes from every direction Trebor Scholz http://collectivate.net
- 19. 133 years Invented the digital camera Kodak share price + 300.000 Facebook likes 60$ Flickr is launched in 2004 The iPhone is launched 40$ in 2007 Instagram is launched in 20$ 2010 0$ 1998 2000 2002 2004 2006 2008 2010 2012 Bankruptcy in 2012
- 20. The future belongs to those who challenge.
- 22. It has never been easier... - 20 mill. active users / month - 70,822 projects worth - Grew by 400% last year - 4 mill. of those pay monthly 353 mill. $ since 2009 - 5 mill. bookings and - 500.000 user in Denmark in - With project success transactions worth 500 mill. $ six months rate of 43.88&, 29.490 since 2007 projects have been realised
- 25. Focus yesterday PRODUCT & SERVICE Focus today COMMUNICATION & BRANDING COMMUNICATION & BRANDING PRODUCT & SERVICE
- 27. It’s not enough to... > Design and implement user-friendly touchpoints > Create service blueprints and user flows > Interview and observe users
- 28. It’s not enough to... If you can’t, at the same time... > Design and implement > Understand the internet, user-friendly touchpoints changes in value chains and new challengers > Create service > Understand communities, blueprints and user participation and social flows interaction > Interview and > Be agile and prototype your observe users business. Work in iteration, close to the customers
- 30. Understand Be agile & communitie prototype s, your participatio business, work in n and social iterations, interaction close to your customers
- 31. Design and launch for sociality and co-creation over time.
- 32. PRESENCE CONVERSATIONS IDENTITY SOCIAL OBJECT SHARING RELATIONS GROUPS K
- 33. SOCIAL OBJECT
- 34. Identity SOCIAL OBJECT
- 35. Identity SOCIAL OBJECT Relations
- 36. Identity SOCIAL OBJECT Presence Relations
- 37. Identity Groups SOCIAL OBJECT Presence Relations
- 38. Identity Groups SOCIAL OBJECT Presence Relations Conversations
- 39. Identity Sharing Groups SOCIAL OBJECT Presence Relations Conversations
- 40. Identity Sharing Groups SOCIAL Flow OBJECT Presence Relations Conversations
- 41. ACCESS? FLOW? HISTORY? TOPICS? PRESENCE APPROACH? CONVERSATIONS IDENTITY SOCIAL ACTIONS? TRUST? OBJECT SHARING RELATIONS FORMATS? GROUPS CULTURE? K PRAXIS? ROLES? SEGMENTS?
- 42. Digital products and services are co- creation in themselves
- 44. “Life is too short to build something
- 45. LEAN START-UP
- 46. PROTOTYPE S HYPOTHESE MVP S BUILD CUSTOMER DEVELOPMEN ADAPTION T LEAN START-UP ANALYSIS LEARN TEST INTERVIEW S EVALUATIO FEEDBACK N
- 48. Design Design should not should be be looking looking for for ideas. customers
- 52. Denmark’s largest e- commerce site Revenue of 200 mill. DKK. in 2011 10 mill. visitors / year
- 54. How does the Who are the book of the future What are the new platforms? How is the value chain of What is SAXO.com’s What is the book industry next business? price of information in How does the future book Who is the How is the author of the future reader
- 56. Market space VID AUTHOR INTERVIEWS READERS INTERVIEWS EXPERT INTERVIEWS INSIGHTS & ANALYTICS ANALYSIS OF THE BOOK INDUSTRY REVIEW OF PLATFORMS WORKSHOPS WITH SAXO.COM
- 57. Findings Publisher Store Writer Book Reader The traditional value chain in the book industry
- 59. Publisher Print Store Writer Readers
- 60. Book Publisher Print Store Writer Readers FEEDBACK
- 62. Blogger Consultant Company Writer Scientist Culture Professional Company institution Speaker Book Magazin Chapter Book Reports e s Writer White Pictures Thesis Blog paper Catalog Journal Article Booklet
- 64. How will Which market SAXO.com position should make money in SAXO.com the future? assume? What services How will the How is the should platform look? value chain of the book SAXO.com offer? industry How should SAXO.com’s How should organisation SAXO.com relate to evolve? readers and writers in the future?
- 66. Value chain in SAXO.com SAXO.com’s the market market position focus and functions Where is the How should What services competition SAXO.com earn should Saxo.com strong money in the offer?
- 68. Vision Hypothesis Test Validation/Pivot SAXO.COM TO HYPOTHESIS FILE CONVERSION FILE CONVERSION HELP WRITERS REJECTED PROVIDES VALUE IS NOT HARD PUBLISH FROM A-Z
- 69. Vision Hypothesis Test Validation/Pivot SAXO.COM TO HYPOTHESIS FILE CONVERSION FILE CONVERSION HELP WRITERS REJECTED PROVIDES VALUE IS NOT HARD PUBLISH FROM A-Z iv ot! P New hypothesis Test Validation/Reject HYPOTHESIS VALUE PROPOSITION: ACCESS TO AND VALIDATED EASY PUBLISHING AND EFFECTIVE INSIGHT INTO QUICK ACCESS TO MARKETING MARKET MARKET
- 70. Allow easy and free access to the marketplace to everyone Make previously hidden data available, e.g. through business intelligence Allow “stakeholders” to connect Lower cost and barriers of entrance Create communities for authors & readers
- 71. !
- 72. Business Prototype no! ! yes! yes! yes! no! ?! ?! no! yes! Blogger Consultant Business Author Scientist Cultural Professional Company owner institutio Speaker n
- 74. Stop Go! ?
- 76. How do we deliver the most value with the least effort - as quickly as possible?
- 78. We established a start-up - Part of core dev team - Managed through a Launch framework - Customer development workshops - Ongoing build - test - learn - Weekly sprints - Daily check-ins
- 80. Launch DEFINE CORE-LEVERAGE AND TEST OG VALIDATION OF DEVELOP BETA & COMMERCIAL BUSINESS CASE HYPOTHESES RAMP-UP VERSION DEFINE MINIMAL VIABLE DESIGN OF SOCIALITY DESIGN OF CORE FEATURES PRODUCT OG SERVICE FLOWS DESIGN OF WIREFRAMES DESIGN OF PROTOTYPES DEVELOP SKETCHES
- 82. Launch ESTABLISHING PARTNERSHIPS IDENTIFY INTRAPRENEUR & DEFINE LAUNCH CRITERIA & TEAM PARTICIPATION ACTIVITIES CUSTOMER DEVELOPMENT VIDEO PR ANALYSIS AND ADAPTION LAUNCH EVENTS COMMUNICATION
- 84. Publish in 2 min. 10 mill. visitors WRITER Complete Market with: control Proof readers Keeps all rights Editors Gets 70% of Translators sales Illustrators Purchase marketing on SAXO.com Business intelligence Community Community with other with readers writers
- 86. CONCEPT ADAPTED BOARD LAUNCHED ON CONTINUOUSLY OBJECTIVES TIME TOGETHER WITH MET CUSTOMERS 450 LAUNCH PUBLICATIONS ADAPTION OF EVENT WITH 1 MONTH AFTER ORGANISATION MORE THAN LAUNCH 300
- 87. To conclude...
- 88. B2C = B2C + C2C + C2B
- 89. CO-CREATION products INTERNAL services EXTERNAL process tools communication network
- 91. “Start-ups are not small versions of large corporations” - Steve Blank
- 92. Thanks. Magnus Christensson mobil: +45 26 800 388 twitter: @mchristensson e-mail: magnus@socialsquare.dk www.socialsquare.dk
Editor's Notes
- #2: Hello. Thanks for an interesting conference and for letting me share some of my experiences with service design, digital innovation and lean start-up approaches\n
- #3: My name Magnus Christensson and I am partner and CEO of Socialsquare. \nWe are digital innovation bureau based in Copenhagen.\nWe help organizations...\n- understand how internet is disrupting their business and identify business opportunities in these. \n- we develop and designed business prototypes to test and validate strategic decisions to exploit these opportunities\n- we launched new digital products and services to make these strategic decisions real in the marketplace.\n\n
- #4: My name Magnus Christensson and I am partner and CEO of Socialsquare. \nWe are digital innovation bureau based in Copenhagen.\nWe help organizations...\n- understand how internet is disrupting their business and identify business opportunities in these. \n- we develop and designed business prototypes to test and validate strategic decisions to exploit these opportunities\n- we launched new digital products and services to make these strategic decisions real in the marketplace.\n\n
- #5: My name Magnus Christensson and I am partner and CEO of Socialsquare. \nWe are digital innovation bureau based in Copenhagen.\nWe help organizations...\n- understand how internet is disrupting their business and identify business opportunities in these. \n- we develop and designed business prototypes to test and validate strategic decisions to exploit these opportunities\n- we launched new digital products and services to make these strategic decisions real in the marketplace.\n\n
- #6: My name Magnus Christensson and I am partner and CEO of Socialsquare. \nWe are digital innovation bureau based in Copenhagen.\nWe help organizations...\n- understand how internet is disrupting their business and identify business opportunities in these. \n- we develop and designed business prototypes to test and validate strategic decisions to exploit these opportunities\n- we launched new digital products and services to make these strategic decisions real in the marketplace.\n\n
- #7: My name Magnus Christensson and I am partner and CEO of Socialsquare. \nWe are digital innovation bureau based in Copenhagen.\nWe help organizations...\n- understand how internet is disrupting their business and identify business opportunities in these. \n- we develop and designed business prototypes to test and validate strategic decisions to exploit these opportunities\n- we launched new digital products and services to make these strategic decisions real in the marketplace.\n\n
- #8: My name Magnus Christensson and I am partner and CEO of Socialsquare. \nWe are digital innovation bureau based in Copenhagen.\nWe help organizations...\n- understand how internet is disrupting their business and identify business opportunities in these. \n- we develop and designed business prototypes to test and validate strategic decisions to exploit these opportunities\n- we launched new digital products and services to make these strategic decisions real in the marketplace.\n\n
- #9: My name Magnus Christensson and I am partner and CEO of Socialsquare. \nWe are digital innovation bureau based in Copenhagen.\nWe help organizations...\n- understand how internet is disrupting their business and identify business opportunities in these. \n- we develop and designed business prototypes to test and validate strategic decisions to exploit these opportunities\n- we launched new digital products and services to make these strategic decisions real in the marketplace.\n\n
- #10: My name Magnus Christensson and I am partner and CEO of Socialsquare. \nWe are digital innovation bureau based in Copenhagen.\nWe help organizations...\n- understand how internet is disrupting their business and identify business opportunities in these. \n- we develop and designed business prototypes to test and validate strategic decisions to exploit these opportunities\n- we launched new digital products and services to make these strategic decisions real in the marketplace.\n\n
- #11: My name Magnus Christensson and I am partner and CEO of Socialsquare. \nWe are digital innovation bureau based in Copenhagen.\nWe help organizations...\n- understand how internet is disrupting their business and identify business opportunities in these. \n- we develop and designed business prototypes to test and validate strategic decisions to exploit these opportunities\n- we launched new digital products and services to make these strategic decisions real in the marketplace.\n\n
- #12: My name Magnus Christensson and I am partner and CEO of Socialsquare. \nWe are digital innovation bureau based in Copenhagen.\nWe help organizations...\n- understand how internet is disrupting their business and identify business opportunities in these. \n- we develop and designed business prototypes to test and validate strategic decisions to exploit these opportunities\n- we launched new digital products and services to make these strategic decisions real in the marketplace.\n\n
- #13: My name Magnus Christensson and I am partner and CEO of Socialsquare. \nWe are digital innovation bureau based in Copenhagen.\nWe help organizations...\n- understand how internet is disrupting their business and identify business opportunities in these. \n- we develop and designed business prototypes to test and validate strategic decisions to exploit these opportunities\n- we launched new digital products and services to make these strategic decisions real in the marketplace.\n\n
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- #55: Disruptive innovation\n
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- #131: Lets look at the idea of social design and lean start-up approaches\n
- #132: Lets look at the idea of social design and lean start-up approaches\n
- #133: Looking at WHAT to build...\nAs designers we need new skills and approaches to built products, services and platforms for co-creation - I call this social design and it focus on designing for sociality.\n
- #134: heres a model by butterfield & webb, modified by mygdal by introducing engestrøms social object\nbasically it gives us a set of parts to consider when we are building a networked platform or service\nsocial object - is what people engage and socialise through (a photo on flickr, a soundbite on soundcloud)\n\n
- #135: Design for organization and community - so that user can take own initiatives and e.g. create groups, organise and coordinate activities among each other\nDesign for conversations - what can we talk about? how do we do this? How is the conversations showed to others?\nDesign for active sharing - give users ways to share ideas, good tips, tricks, e.g. activity around bikes in cph - what is the "social object" that people interact around - the photo of flickr, the run of Connect Garmin - and in reality all of Garmins runnings products and services.\nDesign for activity and flow - present call for actions and explaining what a user can/should do as well as for "passive" activity by showing activity through automatic communication/use of the service\nDesign for relations - do I create relations to other users? Do I follow spefic areas of interests? How can I see and manage these relations? Are they synchronized or synchronized\nDesign for presence - is this product or service live? How do we show time and when I was in here last time?\nDesign for identity so that user can define parts of how they are viewed by the community. How do I see the others? How do I show my identity and my interests? - e.g. the way you think you ride a bike - in the case of ibikecph.dk\n\n\n\n
- #136: Design for organization and community - so that user can take own initiatives and e.g. create groups, organise and coordinate activities among each other\nDesign for conversations - what can we talk about? how do we do this? How is the conversations showed to others?\nDesign for active sharing - give users ways to share ideas, good tips, tricks, e.g. activity around bikes in cph - what is the "social object" that people interact around - the photo of flickr, the run of Connect Garmin - and in reality all of Garmins runnings products and services.\nDesign for activity and flow - present call for actions and explaining what a user can/should do as well as for "passive" activity by showing activity through automatic communication/use of the service\nDesign for relations - do I create relations to other users? Do I follow spefic areas of interests? How can I see and manage these relations? Are they synchronized or synchronized\nDesign for presence - is this product or service live? How do we show time and when I was in here last time?\nDesign for identity so that user can define parts of how they are viewed by the community. How do I see the others? How do I show my identity and my interests? - e.g. the way you think you ride a bike - in the case of ibikecph.dk\n\n\n\n
- #137: Design for organization and community - so that user can take own initiatives and e.g. create groups, organise and coordinate activities among each other\nDesign for conversations - what can we talk about? how do we do this? How is the conversations showed to others?\nDesign for active sharing - give users ways to share ideas, good tips, tricks, e.g. activity around bikes in cph - what is the "social object" that people interact around - the photo of flickr, the run of Connect Garmin - and in reality all of Garmins runnings products and services.\nDesign for activity and flow - present call for actions and explaining what a user can/should do as well as for "passive" activity by showing activity through automatic communication/use of the service\nDesign for relations - do I create relations to other users? Do I follow spefic areas of interests? How can I see and manage these relations? Are they synchronized or synchronized\nDesign for presence - is this product or service live? How do we show time and when I was in here last time?\nDesign for identity so that user can define parts of how they are viewed by the community. How do I see the others? How do I show my identity and my interests? - e.g. the way you think you ride a bike - in the case of ibikecph.dk\n\n\n\n
- #138: Design for organization and community - so that user can take own initiatives and e.g. create groups, organise and coordinate activities among each other\nDesign for conversations - what can we talk about? how do we do this? How is the conversations showed to others?\nDesign for active sharing - give users ways to share ideas, good tips, tricks, e.g. activity around bikes in cph - what is the "social object" that people interact around - the photo of flickr, the run of Connect Garmin - and in reality all of Garmins runnings products and services.\nDesign for activity and flow - present call for actions and explaining what a user can/should do as well as for "passive" activity by showing activity through automatic communication/use of the service\nDesign for relations - do I create relations to other users? Do I follow spefic areas of interests? How can I see and manage these relations? Are they synchronized or synchronized\nDesign for presence - is this product or service live? How do we show time and when I was in here last time?\nDesign for identity so that user can define parts of how they are viewed by the community. How do I see the others? How do I show my identity and my interests? - e.g. the way you think you ride a bike - in the case of ibikecph.dk\n\n\n\n
- #139: Design for organization and community - so that user can take own initiatives and e.g. create groups, organise and coordinate activities among each other\nDesign for conversations - what can we talk about? how do we do this? How is the conversations showed to others?\nDesign for active sharing - give users ways to share ideas, good tips, tricks, e.g. activity around bikes in cph - what is the "social object" that people interact around - the photo of flickr, the run of Connect Garmin - and in reality all of Garmins runnings products and services.\nDesign for activity and flow - present call for actions and explaining what a user can/should do as well as for "passive" activity by showing activity through automatic communication/use of the service\nDesign for relations - do I create relations to other users? Do I follow spefic areas of interests? How can I see and manage these relations? Are they synchronized or synchronized\nDesign for presence - is this product or service live? How do we show time and when I was in here last time?\nDesign for identity so that user can define parts of how they are viewed by the community. How do I see the others? How do I show my identity and my interests? - e.g. the way you think you ride a bike - in the case of ibikecph.dk\n\n\n\n
- #140: Design for organization and community - so that user can take own initiatives and e.g. create groups, organise and coordinate activities among each other\nDesign for conversations - what can we talk about? how do we do this? How is the conversations showed to others?\nDesign for active sharing - give users ways to share ideas, good tips, tricks, e.g. activity around bikes in cph - what is the "social object" that people interact around - the photo of flickr, the run of Connect Garmin - and in reality all of Garmins runnings products and services.\nDesign for activity and flow - present call for actions and explaining what a user can/should do as well as for "passive" activity by showing activity through automatic communication/use of the service\nDesign for relations - do I create relations to other users? Do I follow spefic areas of interests? How can I see and manage these relations? Are they synchronized or synchronized\nDesign for presence - is this product or service live? How do we show time and when I was in here last time?\nDesign for identity so that user can define parts of how they are viewed by the community. How do I see the others? How do I show my identity and my interests? - e.g. the way you think you ride a bike - in the case of ibikecph.dk\n\n\n\n
- #141: Design for organization and community - so that user can take own initiatives and e.g. create groups, organise and coordinate activities among each other\nDesign for conversations - what can we talk about? how do we do this? How is the conversations showed to others?\nDesign for active sharing - give users ways to share ideas, good tips, tricks, e.g. activity around bikes in cph - what is the "social object" that people interact around - the photo of flickr, the run of Connect Garmin - and in reality all of Garmins runnings products and services.\nDesign for activity and flow - present call for actions and explaining what a user can/should do as well as for "passive" activity by showing activity through automatic communication/use of the service\nDesign for relations - do I create relations to other users? Do I follow spefic areas of interests? How can I see and manage these relations? Are they synchronized or synchronized\nDesign for presence - is this product or service live? How do we show time and when I was in here last time?\nDesign for identity so that user can define parts of how they are viewed by the community. How do I see the others? How do I show my identity and my interests? - e.g. the way you think you ride a bike - in the case of ibikecph.dk\n\n\n\n
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- #143: The consequence of this is that co-creation is not only a part of our process as designers. \nIt is also an integrated part of the result of our efforts; the products and the services that we design. \n\nSince they to an increasing degree are made valuable, meaningful and useful through the connectedness and use of others they are in themselves co-created.\n\n
- #144: Looking at HOW to build...\nBe agile & prototype your business, work in iterations, close to your customers\n
- #145: Validating a business model using as little resources and time (on the wrong thing) as possible\n
- #146: Validating a business model using as little resources and time (on the wrong thing) as possible\n
- #147: Validating a business model using as little resources and time (on the wrong thing) as possible\n
- #148: Validating a business model using as little resources and time (on the wrong thing) as possible\n
- #149: Validating a business model using as little resources and time (on the wrong thing) as possible\n
- #150: Validating a business model using as little resources and time (on the wrong thing) as possible\n
- #151: Validating a business model using as little resources and time (on the wrong thing) as possible\n
- #152: Validating a business model using as little resources and time (on the wrong thing) as possible\n
- #153: Validating a business model using as little resources and time (on the wrong thing) as possible\n
- #154: Validating a business model using as little resources and time (on the wrong thing) as possible\n
- #155: Validating a business model using as little resources and time (on the wrong thing) as possible\n
- #156: Validating a business model using as little resources and time (on the wrong thing) as possible\n
- #157: Validating a business model using as little resources and time (on the wrong thing) as possible\n
- #158: Validating a business model using as little resources and time (on the wrong thing) as possible\n
- #159: Validating a business model using as little resources and time (on the wrong thing) as possible\n
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- #162: A case...\n
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- #164: HVORDAN KAN DANMARKS STØRSTE E-BOGHANDEL BEHOLDE DERES FØRERPOSITION I ET BOGMAREKED DER ER\n UNDER KRAFTIG FORANDRING AF INTERNETTET?\n\nHele historien. Baggrund for projekt. \n
- #165: HVORDAN KAN DANMARKS STØRSTE E-BOGHANDEL BEHOLDE DERES FØRERPOSITION I ET BOGMAREKED DER ER\n UNDER KRAFTIG FORANDRING AF INTERNETTET?\n\nHele historien. Baggrund for projekt. \n
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- #175: HVORDAN KAN DANMARKS STØRSTE E-BOGHANDEL BEHOLDE DERES FØRERPOSITION I ET BOGMAREKED DER ER UNDER KRAFTIG FORANDRING AF INTERNETTET?\n
- #176: HVORDAN KAN DANMARKS STØRSTE E-BOGHANDEL BEHOLDE DERES FØRERPOSITION I ET BOGMAREKED DER ER UNDER KRAFTIG FORANDRING AF INTERNETTET?\n
- #177: HVORDAN KAN DANMARKS STØRSTE E-BOGHANDEL BEHOLDE DERES FØRERPOSITION I ET BOGMAREKED DER ER UNDER KRAFTIG FORANDRING AF INTERNETTET?\n
- #178: HVORDAN KAN DANMARKS STØRSTE E-BOGHANDEL BEHOLDE DERES FØRERPOSITION I ET BOGMAREKED DER ER UNDER KRAFTIG FORANDRING AF INTERNETTET?\n
- #179: HVORDAN KAN DANMARKS STØRSTE E-BOGHANDEL BEHOLDE DERES FØRERPOSITION I ET BOGMAREKED DER ER UNDER KRAFTIG FORANDRING AF INTERNETTET?\n
- #180: HVORDAN KAN DANMARKS STØRSTE E-BOGHANDEL BEHOLDE DERES FØRERPOSITION I ET BOGMAREKED DER ER UNDER KRAFTIG FORANDRING AF INTERNETTET?\n
- #181: HVORDAN KAN DANMARKS STØRSTE E-BOGHANDEL BEHOLDE DERES FØRERPOSITION I ET BOGMAREKED DER ER UNDER KRAFTIG FORANDRING AF INTERNETTET?\n
- #182: HVORDAN KAN DANMARKS STØRSTE E-BOGHANDEL BEHOLDE DERES FØRERPOSITION I ET BOGMAREKED DER ER UNDER KRAFTIG FORANDRING AF INTERNETTET?\n
- #183: HVORDAN KAN DANMARKS STØRSTE E-BOGHANDEL BEHOLDE DERES FØRERPOSITION I ET BOGMAREKED DER ER UNDER KRAFTIG FORANDRING AF INTERNETTET?\n
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- #185: HVORDAN KAN DANMARKS STØRSTE E-BOGHANDEL BEHOLDE DERES FØRERPOSITION I ET BOGMAREKED DER ER UNDER KRAFTIG FORANDRING AF INTERNETTET?\n
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- #187: HVORDAN KAN DANMARKS STØRSTE E-BOGHANDEL BEHOLDE DERES FØRERPOSITION I ET BOGMAREKED DER ER UNDER KRAFTIG FORANDRING AF INTERNETTET?\n
- #188: HVORDAN KAN DANMARKS STØRSTE E-BOGHANDEL BEHOLDE DERES FØRERPOSITION I ET BOGMAREKED DER ER UNDER KRAFTIG FORANDRING AF INTERNETTET?\n
- #189: HVORDAN KAN DANMARKS STØRSTE E-BOGHANDEL BEHOLDE DERES FØRERPOSITION I ET BOGMAREKED DER ER UNDER KRAFTIG FORANDRING AF INTERNETTET?\n
- #190: HVORDAN KAN DANMARKS STØRSTE E-BOGHANDEL BEHOLDE DERES FØRERPOSITION I ET BOGMAREKED DER ER UNDER KRAFTIG FORANDRING AF INTERNETTET?\n
- #191: HVORDAN KAN DANMARKS STØRSTE E-BOGHANDEL BEHOLDE DERES FØRERPOSITION I ET BOGMAREKED DER ER UNDER KRAFTIG FORANDRING AF INTERNETTET?\n
- #192: HVORDAN KAN DANMARKS STØRSTE E-BOGHANDEL BEHOLDE DERES FØRERPOSITION I ET BOGMAREKED DER ER UNDER KRAFTIG FORANDRING AF INTERNETTET?\n
- #193: HVORDAN KAN DANMARKS STØRSTE E-BOGHANDEL BEHOLDE DERES FØRERPOSITION I ET BOGMAREKED DER ER UNDER KRAFTIG FORANDRING AF INTERNETTET?\n
- #194: HVORDAN KAN DANMARKS STØRSTE E-BOGHANDEL BEHOLDE DERES FØRERPOSITION I ET BOGMAREKED DER ER UNDER KRAFTIG FORANDRING AF INTERNETTET?\n
- #195: HVORDAN KAN DANMARKS STØRSTE E-BOGHANDEL BEHOLDE DERES FØRERPOSITION I ET BOGMAREKED DER ER UNDER KRAFTIG FORANDRING AF INTERNETTET?\n
- #196: HVORDAN KAN DANMARKS STØRSTE E-BOGHANDEL BEHOLDE DERES FØRERPOSITION I ET BOGMAREKED DER ER UNDER KRAFTIG FORANDRING AF INTERNETTET?\n
- #197: HVORDAN KAN DANMARKS STØRSTE E-BOGHANDEL BEHOLDE DERES FØRERPOSITION I ET BOGMAREKED DER ER UNDER KRAFTIG FORANDRING AF INTERNETTET?\n
- #198: HVORDAN KAN DANMARKS STØRSTE E-BOGHANDEL BEHOLDE DERES FØRERPOSITION I ET BOGMAREKED DER ER UNDER KRAFTIG FORANDRING AF INTERNETTET?\n
- #199: HVORDAN KAN DANMARKS STØRSTE E-BOGHANDEL BEHOLDE DERES FØRERPOSITION I ET BOGMAREKED DER ER UNDER KRAFTIG FORANDRING AF INTERNETTET?\n
- #200: HVORDAN KAN DANMARKS STØRSTE E-BOGHANDEL BEHOLDE DERES FØRERPOSITION I ET BOGMAREKED DER ER UNDER KRAFTIG FORANDRING AF INTERNETTET?\n
- #201: VI FANDT HURTIGT UD AF AT DER VAR ET POTENTIALE I AT UDFORDRE VÆRDIKÆDEN FOR UDGIVELSE..\nSAXO.COM KUNNE BRUGE DERES BUTIK TIL AT HJÆLPE FORFATTERE DIREKTE UD PÅ MARKEDET\n
- #202: VI FANDT HURTIGT UD AF AT DER VAR ET POTENTIALE I AT UDFORDRE VÆRDIKÆDEN FOR UDGIVELSE..\nSAXO.COM KUNNE BRUGE DERES BUTIK TIL AT HJÆLPE FORFATTERE DIREKTE UD PÅ MARKEDET\n
- #203: VI FANDT HURTIGT UD AF AT DER VAR ET POTENTIALE I AT UDFORDRE VÆRDIKÆDEN FOR UDGIVELSE..\nSAXO.COM KUNNE BRUGE DERES BUTIK TIL AT HJÆLPE FORFATTERE DIREKTE UD PÅ MARKEDET\n
- #204: VI FANDT HURTIGT UD AF AT DER VAR ET POTENTIALE I AT UDFORDRE VÆRDIKÆDEN FOR UDGIVELSE..\nSAXO.COM KUNNE BRUGE DERES BUTIK TIL AT HJÆLPE FORFATTERE DIREKTE UD PÅ MARKEDET\n
- #205: VI FANDT HURTIGT UD AF AT DER VAR ET POTENTIALE I AT UDFORDRE VÆRDIKÆDEN FOR UDGIVELSE..\nSAXO.COM KUNNE BRUGE DERES BUTIK TIL AT HJÆLPE FORFATTERE DIREKTE UD PÅ MARKEDET\n
- #206: VI FANDT HURTIGT UD AF AT DER VAR ET POTENTIALE I AT UDFORDRE VÆRDIKÆDEN FOR UDGIVELSE..\nSAXO.COM KUNNE BRUGE DERES BUTIK TIL AT HJÆLPE FORFATTERE DIREKTE UD PÅ MARKEDET\n
- #207: VI FANDT HURTIGT UD AF AT DER VAR ET POTENTIALE I AT UDFORDRE VÆRDIKÆDEN FOR UDGIVELSE..\nSAXO.COM KUNNE BRUGE DERES BUTIK TIL AT HJÆLPE FORFATTERE DIREKTE UD PÅ MARKEDET\n
- #208: VI FANDT HURTIGT UD AF AT DER VAR ET POTENTIALE I AT UDFORDRE VÆRDIKÆDEN FOR UDGIVELSE..\nSAXO.COM KUNNE BRUGE DERES BUTIK TIL AT HJÆLPE FORFATTERE DIREKTE UD PÅ MARKEDET\n
- #209: VI FANDT HURTIGT UD AF AT DER VAR ET POTENTIALE I AT UDFORDRE VÆRDIKÆDEN FOR UDGIVELSE..\nSAXO.COM KUNNE BRUGE DERES BUTIK TIL AT HJÆLPE FORFATTERE DIREKTE UD PÅ MARKEDET\n
- #210: VI FANDT HURTIGT UD AF AT DER VAR ET POTENTIALE I AT UDFORDRE VÆRDIKÆDEN FOR UDGIVELSE..\nSAXO.COM KUNNE BRUGE DERES BUTIK TIL AT HJÆLPE FORFATTERE DIREKTE UD PÅ MARKEDET\n
- #211: VI FANDT HURTIGT UD AF AT DER VAR ET POTENTIALE I AT UDFORDRE VÆRDIKÆDEN FOR UDGIVELSE..\nSAXO.COM KUNNE BRUGE DERES BUTIK TIL AT HJÆLPE FORFATTERE DIREKTE UD PÅ MARKEDET\n
- #212: VI FANDT HURTIGT UD AF AT DER VAR ET POTENTIALE I AT UDFORDRE VÆRDIKÆDEN FOR UDGIVELSE..\nSAXO.COM KUNNE BRUGE DERES BUTIK TIL AT HJÆLPE FORFATTERE DIREKTE UD PÅ MARKEDET\n
- #213: VI FANDT HURTIGT UD AF AT DER VAR ET POTENTIALE I AT UDFORDRE VÆRDIKÆDEN FOR UDGIVELSE..\nSAXO.COM KUNNE BRUGE DERES BUTIK TIL AT HJÆLPE FORFATTERE DIREKTE UD PÅ MARKEDET\n
- #214: VI FANDT HURTIGT UD AF AT DER VAR ET POTENTIALE I AT UDFORDRE VÆRDIKÆDEN FOR UDGIVELSE..\nSAXO.COM KUNNE BRUGE DERES BUTIK TIL AT HJÆLPE FORFATTERE DIREKTE UD PÅ MARKEDET\n
- #215: VI FANDT HURTIGT UD AF AT DER VAR ET POTENTIALE I AT UDFORDRE VÆRDIKÆDEN FOR UDGIVELSE..\nSAXO.COM KUNNE BRUGE DERES BUTIK TIL AT HJÆLPE FORFATTERE DIREKTE UD PÅ MARKEDET\n
- #216: VI FANDT HURTIGT UD AF AT DER VAR ET POTENTIALE I AT UDFORDRE VÆRDIKÆDEN FOR UDGIVELSE..\nSAXO.COM KUNNE BRUGE DERES BUTIK TIL AT HJÆLPE FORFATTERE DIREKTE UD PÅ MARKEDET\n
- #217: VI FANDT HURTIGT UD AF AT DER VAR ET POTENTIALE I AT UDFORDRE VÆRDIKÆDEN FOR UDGIVELSE..\nSAXO.COM KUNNE BRUGE DERES BUTIK TIL AT HJÆLPE FORFATTERE DIREKTE UD PÅ MARKEDET\n
- #218: VI FANDT HURTIGT UD AF AT DER VAR ET POTENTIALE I AT UDFORDRE VÆRDIKÆDEN FOR UDGIVELSE..\nSAXO.COM KUNNE BRUGE DERES BUTIK TIL AT HJÆLPE FORFATTERE DIREKTE UD PÅ MARKEDET\n
- #219: VI FANDT HURTIGT UD AF AT DER VAR ET POTENTIALE I AT UDFORDRE VÆRDIKÆDEN FOR UDGIVELSE..\nSAXO.COM KUNNE BRUGE DERES BUTIK TIL AT HJÆLPE FORFATTERE DIREKTE UD PÅ MARKEDET\n
- #220: VI FANDT HURTIGT UD AF AT DER VAR ET POTENTIALE I AT UDFORDRE VÆRDIKÆDEN FOR UDGIVELSE..\nSAXO.COM KUNNE BRUGE DERES BUTIK TIL AT HJÆLPE FORFATTERE DIREKTE UD PÅ MARKEDET\n
- #221: VI FANDT HURTIGT UD AF AT DER VAR ET POTENTIALE I AT UDFORDRE VÆRDIKÆDEN FOR UDGIVELSE..\nSAXO.COM KUNNE BRUGE DERES BUTIK TIL AT HJÆLPE FORFATTERE DIREKTE UD PÅ MARKEDET\n
- #222: VI FANDT HURTIGT UD AF AT DER VAR ET POTENTIALE I AT UDFORDRE VÆRDIKÆDEN FOR UDGIVELSE..\nSAXO.COM KUNNE BRUGE DERES BUTIK TIL AT HJÆLPE FORFATTERE DIREKTE UD PÅ MARKEDET\n
- #223: VI FANDT HURTIGT UD AF AT DER VAR ET POTENTIALE I AT UDFORDRE VÆRDIKÆDEN FOR UDGIVELSE..\nSAXO.COM KUNNE BRUGE DERES BUTIK TIL AT HJÆLPE FORFATTERE DIREKTE UD PÅ MARKEDET\n
- #224: VI FANDT HURTIGT UD AF AT DER VAR ET POTENTIALE I AT UDFORDRE VÆRDIKÆDEN FOR UDGIVELSE..\nSAXO.COM KUNNE BRUGE DERES BUTIK TIL AT HJÆLPE FORFATTERE DIREKTE UD PÅ MARKEDET\n
- #225: VI FANDT HURTIGT UD AF AT DER VAR ET POTENTIALE I AT UDFORDRE VÆRDIKÆDEN FOR UDGIVELSE..\nSAXO.COM KUNNE BRUGE DERES BUTIK TIL AT HJÆLPE FORFATTERE DIREKTE UD PÅ MARKEDET\n
- #226: VI FANDT HURTIGT UD AF AT DER VAR ET POTENTIALE I AT UDFORDRE VÆRDIKÆDEN FOR UDGIVELSE..\nSAXO.COM KUNNE BRUGE DERES BUTIK TIL AT HJÆLPE FORFATTERE DIREKTE UD PÅ MARKEDET\n
- #227: VI FANDT HURTIGT UD AF AT DER VAR ET POTENTIALE I AT UDFORDRE VÆRDIKÆDEN FOR UDGIVELSE..\nSAXO.COM KUNNE BRUGE DERES BUTIK TIL AT HJÆLPE FORFATTERE DIREKTE UD PÅ MARKEDET\n
- #228: VI FANDT HURTIGT UD AF AT DER VAR ET POTENTIALE I AT UDFORDRE VÆRDIKÆDEN FOR UDGIVELSE..\nSAXO.COM KUNNE BRUGE DERES BUTIK TIL AT HJÆLPE FORFATTERE DIREKTE UD PÅ MARKEDET\n
- #229: VI FANDT HURTIGT UD AF AT DER VAR ET POTENTIALE I AT UDFORDRE VÆRDIKÆDEN FOR UDGIVELSE..\nSAXO.COM KUNNE BRUGE DERES BUTIK TIL AT HJÆLPE FORFATTERE DIREKTE UD PÅ MARKEDET\n
- #230: VI FANDT HURTIGT UD AF AT DER VAR ET POTENTIALE I AT UDFORDRE VÆRDIKÆDEN FOR UDGIVELSE..\nSAXO.COM KUNNE BRUGE DERES BUTIK TIL AT HJÆLPE FORFATTERE DIREKTE UD PÅ MARKEDET\n
- #231: VI FANDT HURTIGT UD AF AT DER VAR ET POTENTIALE I AT UDFORDRE VÆRDIKÆDEN FOR UDGIVELSE..\nSAXO.COM KUNNE BRUGE DERES BUTIK TIL AT HJÆLPE FORFATTERE DIREKTE UD PÅ MARKEDET\n
- #232: VI FANDT HURTIGT UD AF AT DER VAR ET POTENTIALE I AT UDFORDRE VÆRDIKÆDEN FOR UDGIVELSE..\nSAXO.COM KUNNE BRUGE DERES BUTIK TIL AT HJÆLPE FORFATTERE DIREKTE UD PÅ MARKEDET\n
- #233: VI FANDT HURTIGT UD AF AT DER VAR ET POTENTIALE I AT UDFORDRE VÆRDIKÆDEN FOR UDGIVELSE..\nSAXO.COM KUNNE BRUGE DERES BUTIK TIL AT HJÆLPE FORFATTERE DIREKTE UD PÅ MARKEDET\n
- #234: VI FANDT HURTIGT UD AF AT DER VAR ET POTENTIALE I AT UDFORDRE VÆRDIKÆDEN FOR UDGIVELSE..\nSAXO.COM KUNNE BRUGE DERES BUTIK TIL AT HJÆLPE FORFATTERE DIREKTE UD PÅ MARKEDET\n
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- #274: The BUSINESS PROTOTYPE shows the phases of service - from consideration, through production, post-production marketplace, to marketing and sales as well as post-purchase and social consumption. It Displayed the demands on the organisation. It Showed the social and interaction design of the service and it Showed data flows and where value where created. PROTOTYPEN became a tool for the management and was central in customer- and product development of SAXO Publish.\n\n\n
- #275: The BUSINESS PROTOTYPE shows the phases of service - from consideration, through production, post-production marketplace, to marketing and sales as well as post-purchase and social consumption. It Displayed the demands on the organisation. It Showed the social and interaction design of the service and it Showed data flows and where value where created. PROTOTYPEN became a tool for the management and was central in customer- and product development of SAXO Publish.\n\n\n
- #276: The BUSINESS PROTOTYPE shows the phases of service - from consideration, through production, post-production marketplace, to marketing and sales as well as post-purchase and social consumption. It Displayed the demands on the organisation. It Showed the social and interaction design of the service and it Showed data flows and where value where created. PROTOTYPEN became a tool for the management and was central in customer- and product development of SAXO Publish.\n\n\n
- #277: The BUSINESS PROTOTYPE shows the phases of service - from consideration, through production, post-production marketplace, to marketing and sales as well as post-purchase and social consumption. It Displayed the demands on the organisation. It Showed the social and interaction design of the service and it Showed data flows and where value where created. PROTOTYPEN became a tool for the management and was central in customer- and product development of SAXO Publish.\n\n\n
- #278: The BUSINESS PROTOTYPE shows the phases of service - from consideration, through production, post-production marketplace, to marketing and sales as well as post-purchase and social consumption. It Displayed the demands on the organisation. It Showed the social and interaction design of the service and it Showed data flows and where value where created. PROTOTYPEN became a tool for the management and was central in customer- and product development of SAXO Publish.\n\n\n
- #279: The BUSINESS PROTOTYPE shows the phases of service - from consideration, through production, post-production marketplace, to marketing and sales as well as post-purchase and social consumption. It Displayed the demands on the organisation. It Showed the social and interaction design of the service and it Showed data flows and where value where created. PROTOTYPEN became a tool for the management and was central in customer- and product development of SAXO Publish.\n\n\n
- #280: The BUSINESS PROTOTYPE shows the phases of service - from consideration, through production, post-production marketplace, to marketing and sales as well as post-purchase and social consumption. It Displayed the demands on the organisation. It Showed the social and interaction design of the service and it Showed data flows and where value where created. PROTOTYPEN became a tool for the management and was central in customer- and product development of SAXO Publish.\n\n\n
- #281: The BUSINESS PROTOTYPE shows the phases of service - from consideration, through production, post-production marketplace, to marketing and sales as well as post-purchase and social consumption. It Displayed the demands on the organisation. It Showed the social and interaction design of the service and it Showed data flows and where value where created. PROTOTYPEN became a tool for the management and was central in customer- and product development of SAXO Publish.\n\n\n
- #282: The BUSINESS PROTOTYPE shows the phases of service - from consideration, through production, post-production marketplace, to marketing and sales as well as post-purchase and social consumption. It Displayed the demands on the organisation. It Showed the social and interaction design of the service and it Showed data flows and where value where created. PROTOTYPEN became a tool for the management and was central in customer- and product development of SAXO Publish.\n\n\n
- #283: The BUSINESS PROTOTYPE shows the phases of service - from consideration, through production, post-production marketplace, to marketing and sales as well as post-purchase and social consumption. It Displayed the demands on the organisation. It Showed the social and interaction design of the service and it Showed data flows and where value where created. PROTOTYPEN became a tool for the management and was central in customer- and product development of SAXO Publish.\n\n\n
- #284: The BUSINESS PROTOTYPE shows the phases of service - from consideration, through production, post-production marketplace, to marketing and sales as well as post-purchase and social consumption. It Displayed the demands on the organisation. It Showed the social and interaction design of the service and it Showed data flows and where value where created. PROTOTYPEN became a tool for the management and was central in customer- and product development of SAXO Publish.\n\n\n
- #285: The BUSINESS PROTOTYPE shows the phases of service - from consideration, through production, post-production marketplace, to marketing and sales as well as post-purchase and social consumption. It Displayed the demands on the organisation. It Showed the social and interaction design of the service and it Showed data flows and where value where created. PROTOTYPEN became a tool for the management and was central in customer- and product development of SAXO Publish.\n\n\n
- #286: The BUSINESS PROTOTYPE shows the phases of service - from consideration, through production, post-production marketplace, to marketing and sales as well as post-purchase and social consumption. It Displayed the demands on the organisation. It Showed the social and interaction design of the service and it Showed data flows and where value where created. PROTOTYPEN became a tool for the management and was central in customer- and product development of SAXO Publish.\n\n\n
- #287: The BUSINESS PROTOTYPE shows the phases of service - from consideration, through production, post-production marketplace, to marketing and sales as well as post-purchase and social consumption. It Displayed the demands on the organisation. It Showed the social and interaction design of the service and it Showed data flows and where value where created. PROTOTYPEN became a tool for the management and was central in customer- and product development of SAXO Publish.\n\n\n
- #288: The BUSINESS PROTOTYPE shows the phases of service - from consideration, through production, post-production marketplace, to marketing and sales as well as post-purchase and social consumption. It Displayed the demands on the organisation. It Showed the social and interaction design of the service and it Showed data flows and where value where created. PROTOTYPEN became a tool for the management and was central in customer- and product development of SAXO Publish.\n\n\n
- #289: The BUSINESS PROTOTYPE shows the phases of service - from consideration, through production, post-production marketplace, to marketing and sales as well as post-purchase and social consumption. It Displayed the demands on the organisation. It Showed the social and interaction design of the service and it Showed data flows and where value where created. PROTOTYPEN became a tool for the management and was central in customer- and product development of SAXO Publish.\n\n\n
- #290: The BUSINESS PROTOTYPE shows the phases of service - from consideration, through production, post-production marketplace, to marketing and sales as well as post-purchase and social consumption. It Displayed the demands on the organisation. It Showed the social and interaction design of the service and it Showed data flows and where value where created. PROTOTYPEN became a tool for the management and was central in customer- and product development of SAXO Publish.\n\n\n
- #291: The BUSINESS PROTOTYPE shows the phases of service - from consideration, through production, post-production marketplace, to marketing and sales as well as post-purchase and social consumption. It Displayed the demands on the organisation. It Showed the social and interaction design of the service and it Showed data flows and where value where created. PROTOTYPEN became a tool for the management and was central in customer- and product development of SAXO Publish.\n\n\n
- #292: The BUSINESS PROTOTYPE shows the phases of service - from consideration, through production, post-production marketplace, to marketing and sales as well as post-purchase and social consumption. It Displayed the demands on the organisation. It Showed the social and interaction design of the service and it Showed data flows and where value where created. PROTOTYPEN became a tool for the management and was central in customer- and product development of SAXO Publish.\n\n\n
- #293: The BUSINESS PROTOTYPE shows the phases of service - from consideration, through production, post-production marketplace, to marketing and sales as well as post-purchase and social consumption. It Displayed the demands on the organisation. It Showed the social and interaction design of the service and it Showed data flows and where value where created. PROTOTYPEN became a tool for the management and was central in customer- and product development of SAXO Publish.\n\n\n
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- #297: EFTER 3 MÅNEDER MED ANALYSER, WORKSHOPS OG DESIGN GIK VI IGANG MED AT UDVIKLE OG LANCERE SAXO PUBLISH.\n\nVI INTENSIVEREDE SAMARBEJDET MED SAXO.COMS LEDELSE OG UDVIKLINGSTEAM.\n\nVI ETABLEREDE ET PROJEKTRUM HOS SAXO.COM, HVOR VI ARBEJDEDE FLERE DAGE OM UGEN.\n\nDET ER ALTID VIGTIGT FOR OS AT ARBEJDE SOM EN LEAN STARTUP DVS. AGILT OG INNOVATIVT. \n\nDERFOR TILRETTELAGDE VI ARBEJDET MED HYPPIGE MØDER, HVOR VI KONSTANT FORHOLDT OS KRITISK TIL PROJEKTETS HYPOTESER PÅ TVÆRS AF PRODUKTUDVIKLING, TEKNIK, ORGANISATION, KUNDEUDVIKLING, FORRETINGSUDVIKLING OG MARKEDSFØRING.\n\nVI PIVOTEREDE FLERE GANGE OG ARBEJDEDE MED MVP\n\n
- #298: EFTER 3 MÅNEDER MED ANALYSER, WORKSHOPS OG DESIGN GIK VI IGANG MED AT UDVIKLE OG LANCERE SAXO PUBLISH.\n\nVI INTENSIVEREDE SAMARBEJDET MED SAXO.COMS LEDELSE OG UDVIKLINGSTEAM.\n\nVI ETABLEREDE ET PROJEKTRUM HOS SAXO.COM, HVOR VI ARBEJDEDE FLERE DAGE OM UGEN.\n\nDET ER ALTID VIGTIGT FOR OS AT ARBEJDE SOM EN LEAN STARTUP DVS. AGILT OG INNOVATIVT. \n\nDERFOR TILRETTELAGDE VI ARBEJDET MED HYPPIGE MØDER, HVOR VI KONSTANT FORHOLDT OS KRITISK TIL PROJEKTETS HYPOTESER PÅ TVÆRS AF PRODUKTUDVIKLING, TEKNIK, ORGANISATION, KUNDEUDVIKLING, FORRETINGSUDVIKLING OG MARKEDSFØRING.\n\nVI PIVOTEREDE FLERE GANGE OG ARBEJDEDE MED MVP\n\n
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- #359: So to sum up and conclude - \n- we are moving from a state where organizations could focus on master the relationship between the organiation and its market to a much more complex situation where the way we connect and use the Internet are changing business as we know it. This changes the role and value of service design.\n
- #360: A situation where we also need to take into account how the products and services are evolving, modified and changed as customers or citizens use our products and services while they interact with each other, share, re-mix, contribute, create and how these products and services are changed as these customers get back to us - giving us ideas, or sharing add-ons, extensions, new use scenarios or adding functionality.\n\n
- #361: In order to do this in the best possible way we should acknowledge that “start-ups are not small versions of large corporations”. This also goes for the other way around.\nSteve Blank - one of the main minds behind Lean start-up methods - suggests that building new business and launch innovation demands a different way of working. As such, larger organisations need to adapt new ways of getting things done and creating business together with their customers. \n
- #362: Thank you!\n
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