September's reads

September's reads

Wim Rampen
  • Wim Rampen
  • Director

As more proof emerges that slowing down is the best response to the ever-increasing pace of change, I thought I’d make this the theme of this month’s reads.

As your company becomes more agile, innovative and less hierarchical you need to ensure these shifts produce sustainable growth and results. Designers need time to understand unmet customer needs and discover new concepts to solve them. Time is needed to build customer-centric capabilities that are robust enough to provide a competitive edge. And teams need coaching to support them in new responsibilities and time to reflect so they can learn.

Happy reading!

Three kinds of roles that will thrive as automation advances

I totally agree with John Hagel writing in the Harvard Business Review that although many regard the rise of automation with some fear about the number of jobs that will be lost, new opportunities will arise for those who can create original ideas, compose uniquely curated experiences and coach others who want to learn from their expertise.

At Livework studio we’re already seeing our role evolve from designing & creating services to composing & orchestrating capabilities and coaching people and teams to keep up with evolving customer needs

The limitations of Data Analytics

According to this Wharton article “The great majority of commercial A/B tests…involve tweaks and changes that have no effect whatsoever. That’s because it is hard to come up with good ideas that will actually make a significant enough impact. Most of them will do nothing.”

In other words: doing lots of experiments quickly sounds like a good idea. The reality is that going slow – doing some proper research to define some high potential experiments – is often better.

How to launch products in uncertain markets

In this age of unicorns and fake news, the popular belief is that you need to be first and fast to take control of the market. This article about MIT research on over 550 companies shows that this is far from always being the case. Adopting an “act and see” strategy, effectively deferring large-scale launches until there’s more clarity and certainty around a product fit with customer needs, is often more effective.

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