Collecting data doesn't create value on its own – businesses need to focus on building capabilities and honing strategy.
by CYRIL MAURY, Stripe Partners
"What a useful thing a pocket-map is!" I remarked.
"That's another thing we've learned from your Nation," said Mein Herr, "map-making. But we've carried it much further than you. What do you consider the largest map that would be useful?"
"About six inches to the mile."
"Only six inches!" exclaimed Mein Herr. "We very soon got to six yards to the mile. Then we tried a hundred yards to the mile. And then came the grandest idea of all! We actually made a map of the country, on the scale of a mile to the mile!"
"Have you used it much?" I enquired.
"It has never been spread out, yet," said Mein Herr: "the farmers objected: they said it would cover the whole country, and shut out the sunlight! So we now use the country itself, as its own map, and I assure you it does nearly as well."
—Lewis Carroll, Sylvie and Bruno Concluded, Chapter XI
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a book review by DAVID RUBELI
Ethnographic Thinking: From Method to Mindset
2018, 120 pp, Routledge
I’ve been reading Jay Hasbrouck’s Ethnographic Thinking this spring, sneaking its pages into gaps in my daily routines. It’s part of my longer-term project of reading across the fields of service design, design anthropology, and applied research over the last few years.
I’m doing this reading survey at a time when practices, fields, and disciplines are converging, when design thinking, service design, and innovation are democratizing or—depending on your perspective—reifying and commodifying professions and practices that were once the domains of specialist practitioners. Interdisciplinary groups and teams within and among organizations are being assembled to tackle complex corporate and societal challenges. And these assemblages bring together constellations of stakeholders from industry, government, and other sponsoring organizations. In workplaces, labs and think tanks, there’s a growing...
Case Study—This case explores a research and consulting engagement whose goal was to build an investment case for a new type of 21st century gym for the spirit, mind, and body. The client, a group of well-funded U.S. entrepreneurs, wanted to design and launch a venture that would be positioned to serve the emerging spiritual needs of the proximal future (2-15 years). While the founders were themselves involved in meditation, belief-dependent realism, and a loose collection of westernized oriental and mystic practices and beliefs, they had not yet defined the venture's specific offering. They suspected that (a) the dominant sociocultural climate of rationalism (e.g. rationalized life choices/paths derived from rationalized worldviews, disengaged relationship with the body and emotion, cynically-motivated wealth creation, etc.) and the lack of embodied and experience-based decision-making and living practices were at the core of a generalized social malaise, and that (b) decoding it and designing a venture...
Where do I find new sources of value in a heavily competed industry?
How can I build more compelling value propositions with transformative potential?
Integration of the human sciences into corporate business development practices enables discovery of new sources of value. Unlike traditional business practices, the human sciences situate emergence of meaningful value in a wider societal context by fostering deeper inquiry into history, human patterns and social systems that frame consumption.
In this tutorial, participants will gain proficiency in exploring and identifying new business opportunities and delivering meaningful value propositions through studying the social, cultural and habitual aspects of human life. This tutorial demonstrates the merits of centering various aspects of humanities and social science at the core of corporate innovation and renewal efforts.
The tutorial consists of a lecture and an interactive session in which participants will learn through case studies...