Interesting sharing session along with practical tips about applying data usage in service and product design. Thank you

Какие же вы классные ребята! Столько позитива и радости на ваших лицах, это очень вдохновляет. Привет вам из России!

Thanks for sharing this. I was waiting for it

Interviewer was epic! The empathy and compassion from the interviewer is amazing.

👏 'Promo SM'

-- great interview!! Thank You

From ,Juba South Sudan

Thank you for sharing, I hope I can use this to improve my product innovation task

Great Initiative, keep it up.

Sensacional ( Maurício Dias )

Amazing!

The very nature of a democratic republic prevents the development of effective strategies. Elected officials are focused on short-term accomplishments which lead to reelection. Any strategy put in place by one administration can, and all too often is, revoked and replaced by the next administration. Monarchies can establish long-term strategies, but such governments are out of fashion.

THIS IS AMAZING

Oh yes Smoke and more smoke theory. Design thinking workshops are doomed to fail thanks to AI. No more BS

Am so grateful too be here 😊.

Is it important for older folks over 65 to network with young entrepreneurs and strategize accordingly?

Hello from NEW JERSEY

Problem solving. 13:00

Jose rey Dabalos_You _One_Me.

Outstanding as always from Roger Martin!

Good podcast and topic! Thanks!

Below are the key points for your reference. Feel free to identify the ones that are relevant to your notes (open to including additional information if needed): - A value proposition is a statement describing the benefit of a product/service over competitors. It is essential for external marketing and internal guidance. - Writing a value proposition starts with a fill-in-the-blank sentence. - Variations of the value proposition are refined based on customer value, uniqueness, and internal capabilities. - A compelling value proposition is clear, focused, and differentiates the product/service. - Testing willingness to pay provides insights into the value proposition. - Methods include asking participants about their willingness to return money or using reference points. - Observation and qualitative research help understand purchasing decisions and willingness to pay. - Green options and sustainability attract and retain Gen Z users. - Value propositions align internal and external teams and clarify customer benefits. - Developing a good value proposition involves input from multiple stakeholders and customers. - Testing can be done through methods like card sorting and willingness-to-pay assessments. - Talking to customers directly ensures a unique and valuable proposition. - Collaboration and stakeholder involvement are crucial in the value proposition process. - Research background helps interpret quantitative and qualitative data. - Qualitative studies recruit participants with unique stories and contexts. - Tailoring value propositions for different customer segments may be necessary.

📢📢📢(Airhorns) So excited to be #LearningOutLoud again with Sacha!

Thank you 👍

Great advises to connect Design anf Data to innovate. Thank you so much Bo Peng for sharing your expertise.

IDEO"s courses are so expensive.

Teenagers can make dinner time so difficult; just a few months back they loved my food and now they say it’s boring and lame 😒

Theory: Integration of Narrative and Data • Main Focus: Combining narrative and data analysis for strategic decision-making • Postures: • Narrative and data complement each other and do not conflict. • Storytelling helps make future states tangible and experienceable. • Charts, graphs, and data simulations contribute to the tangibility of the future. • Theory: Importance of Team Alignment Achieving a shared understanding of the problem before proposing solutions • Postures: • Aligning on the problem or stakeholders is crucial before coming up with solutions. • Aligning everyone around the actual problem is crucial for finding the right solutions. • Theory: Use of Simulations and Prototypes Utilizing simulations and prototypes to understand and communicate complex problems • Postures: • Simulations provide a visual representation that enables stakeholders to see and feel the impact of different parameters. • The simulation helps stakeholders understand the complexity and various factors influencing the patient experience. • Theory: Importance of Experiential Narrative Using experiential narrative to unite people and make impactful decisions • Postures: • The experience was designed to be inclusive, allowing many people to participate and be part of the decision-making process. • The high-quality exhibit created a significant impact and influenced the decision-making. • Theory: Combination of Data and Narrative Using data and narrative for strategic decision-making • Postures: • Data and storytelling play a crucial role in making strategic choices. • The combination of experienceable prototypes, data, and information creates a compelling case for decision-making. • Theory: Simplification of Complex Data Making complex data visual and understandable • Postures: • The best way to simplify complex data is to make it visual, especially for non-data scientists. • Deepening storytelling skills with a storytelling for influence course.

My journey Self-awareness and Acknowledgment - Recognizing Strengths and Others 1. "One of the common things that we see is this need to be in touch with and self-aware... recognizing other people around you and acknowledging them for their strengths." 2. "Positive acknowledgement is a way to inspire people and motivate them to do their best work." 3. "You never say thank you enough as a leader in today's world because you certainly aren't gonna get there on your own." - Shadow Side and Core Strengths 4. "Talking about your shadow side, it's still something that's kind of positive because it's core to you and the strengths that you have." Identifying Superpowers - Choosing and Activating Superpowers 5. "Think about each of these [superpowers], read through them, and identify the one that feels most true to who you are when you show up fully activated with your team." - Team Dynamics and Superpowers 6. "If the team is technically brilliant but they're not necessarily attuned to what's going on inside people's heads... they really need someone who can have a sixth sense, who can easily read what others are thinking and feeling." 7. "When a team's hesitating and they're a little bit stuck... are you the type of person who just comes in, starts making stuff, starts putting new ideas out there and challenging people just to learn as they go?" 8. "If it's a team that comes to conclusions too quickly... are you the type of personality who shakes things up a bit and challenges the team to think a little bit more before they proceed?" 9. "When the team is in the middle of a really complicated problem with tons of moving parts... are you the type of person who can kind of see the full picture and help everybody understand the different pieces and how they fit together?" Leadership and Development - Future Vision and Team Activation 10. "Are you the type of leader who can paint a picture of the future and then start a team on its way?" - Individual Growth and Diversity 11. "We're all special snowflakes, so most of us tend to have a few superpowers." 12. "I think this is all about self-awareness and seeing which one of these do you tend to lean into." 13. "What's nice is that the way that this experience kind of brings it to you is letting you put yourself in that scenario, letting you understand and think about where do I go most often." 14. "People tend to pick the one that they think is the sexiest versus being true to themselves about what's the nature of how they show up." Teamwork and Collaboration - Harnessing Superpowers and Diversity 15. "What's valuable is finding groups of people that represent diversities." 16. "You don't want to be in a situation where you've got all systems thinkers but no creativity or provocation." 17. "Helping people draw the connective tissue between what lights them up and what the mission of the team is, they can all of a sudden find extra strength within themselves to deliver more against them." Communication and Conflict Resolution - Reflective Self-awareness and Conflict Resolution 18. "Coming back and peeling back some of the shadow side, some of the things standing behind normalizing some of those patterns."

My Journey: - Balancing complexity and clarity: "Balancing that complexity of the information to be presented and that desire to show confidence and knowledge but also still making sure you have a clear crisp clean presentation." "Being intentional about the moment you and your audience are in and tailoring the content to serve that need." - Showing passion and personal connection: "How do you take something, even if it has a pitch purpose or an informational purpose, and certainly make it human? Show why you care, show why you're passionate about it, share something about yourself, share a human story, maybe that human story is even about you." "That's a way to make it deeply, deeply memorable and personal."

My journey Experimentation and Learning: Feedback loops: "Start feeding back learnings to leaders." Fast iteration: "The way to flip that around is to find ways of being able to put in the effort to get to fast iterations and fast learning." Failing fast: "The faster you learn, the faster you can fail, and it doesn't feel like failure when you're learning in a week." "The notion of what is failure changes dramatically along the time axis." Learning faster: "The best antidote to not being allowed to fail is actually to learn faster." Conducting experiments: "I think it's a good structured way to come to an experiment and create learnings from that experiment." Time constraints: "Time aspect around being fast is very important because the Sprint aspect in design sprint is really important." Innovation and Creativity: Behaviors to encourage innovation: "Behaviors that are necessary to innovate." "New behaviors are necessary in order to innovate." "Bold shifts." Continuous improvement: "Continuous improvement and continuous innovation." Managing tensions: "Tension between creativity and innovation." "Operational excellence and efficiencies." "Sneak some innovation and creativity." Adapting to change: "Simply doing more of what you got is not the right thing in ten years time." New approaches: "Design Sprints." "Cross-disciplinary teams coming together." Building skills: "Building the empathy muscle." "Understanding different perspectives and needs." Leadership and Organizational Culture: Fostering a learning culture: "We have a community of innovation catalysts." "They're driving this innovation agenda forward." "About 80% of our trainings and learning programs offered are run by Googlers." "A lot of people really share their knowledge and what they're good at." "It's really a learning organization." "Teaching people around innovation and building that capacity within people." Measuring innovation capacity: "A measure of an organization's innovation capacity may well be based on a measure of how strong a voluntary learning culture you have." Avoiding complacency: "We have to find ways of dealing with our tendency to become undos over time." Leadership dialogue: "You have to get the dialogue happening within the organization about what leadership looks like." Ambition and "Moonshot" Thinking: Setting ambitious goals: "Mucho thinking or like 10x thinking I think really helps to set really ambitious goals." "Setting those really ambitious goals is also attracting the best talent." Tackling big problems: "People want to work on really interesting big problems." "Moonshot" questions: "Moonshot is some way of asking these big bold questions and maybe falling in love with that question." Capacity for "moonshots": "The idea of moonshot works well for an organization with a lot of innovation capacity." Raising the bar: "It's about lifting the bar even higher and stretching for an even more interesting outcome." Breaking norms: "Beacon projects are designed for teams to break the norms of the organization and exhibit 10x behavior." Diversity and Inclusion: Building inclusive products: "We truly trying to build products for everybody...different backgrounds, different genders, different religions and so forth." "We have to be the most inclusive organization...building great products for everybody." Linking diversity and innovation: "The more inclusive you are, the more innovative you are as well and the better products you can build for everybody." Diversity of perspectives: "We need diversity of perspectives...making room for diversity of perspective...continuity of creativity and innovation."

wow ladies, this is awesome. Talk on system thinking loving the topic even more..

36:56 systems thinking and service design and process mapping interesting chat on this 🌟

szkoda, że nie ma audiodeskrypcji, wyboru tłumaczenia symultanicznego

Favorite quote: "Not every storytelling presentation requires a metaphor, but if there is a metaphor that fits perfectly-that everyone in your audience can latch onto and understand- it can be a spectacular way to supercharge and accelerate the path to understanding-onto which you can then layer much more detail."

I absolutely loved this format, it kept me engaged and I found the feedback to be extremely useful and insightful. I look forward to more!

The live feedback format is very useful, please keep doing it!

Love the feedback time, when you folks ask insightful questions pointing to improvement opportunities. You're also modeling how to provide constructive and welcome coaching to creatives. I look forward to more!

💃 'promosm'

Here is what I learned: talk a lot - about zooming in and out, stepping back, mindsets, in the flow, experiences, analysis paralysis, underlying feelings, and stuff that fills up time

bardzo dobre webinary,. szkoda że są tak rzadko

Amateur hour?

Want to work with u as volunteer.

Inclusive Mindset can also be discussed in situation of emergency response and relief work while provide support to vulnerable communities