PROTOTYPING THE ACCESS TO INTELLIGENCE
Interactive Methods
Interactive 3D Models.
What follows illustrate some of the digital prototypes within solutions we’ve built for clients. Where possible we’ve shown the initial graphic versions created directly with client teams.
These assignments create new visions, strategies, operational models and action plans.
In the films below you will see short sequences (without text or voice over) to show how we bring the strategies* to life for clients within operational contexts.
*The main applications are training, onboarding, updating, alerting and monitoring progress - fundamentally they are information ‘dashboards’ in support of transformation and change programs.
BY WAY OF EXAMPLE:
LAUNCHING 5G
Ericsson
Everything starts with the ‘exam question’ - in this case - “How should Ericsson think about launching and rolling out 5G in the USA?”
Our approach, in a virtual and real world sense is almost the same.
A. Make Space - B. Make Dialogue - C. Make Sense - D. Make Tools - E. Make Impact = Make Strategies That Work
Typically each assignment starts with a thorough assessment of the current context and situation.
Then we will move team based collaboration, either real world or virtual sessions.
The images you see here were originally co-created with the clients in facilitated workshops.
VIRTUAL AND REAL WORLD COLLABORATION:
Considering The launch Of 5G In North America For Ericsson
The first image below exploded the landscape by examining the dynamics.
We considered the context, use cases, and unpicked the critical business drivers in order to properly frame the market.
THE FRAMEWORKS:
The 5G Dashboard
The second image (below) became a team ‘dashboard’ that was initially the baseline and later the benchmark for performance.
THE 5G CONVERSATIONAL FRAMEWORK
The third image (below) is all about the conversations that started it all off.
This is a conversion and summarisation of the teams opening conversations.
It follows a proven approach designed to build alignment around the challenge.
It enabled the leadership team to think.
EXPLORING EVERY PERSPECTIVE
The film (below) is a simulation of the model.
In the real application the user can dictate their own route and pace through the model..
Once inside the ‘experience’ it was possible for the viewer to access any aspects of the vision they chose.
In the fully interactive version they could also interact and interrogate the detail behind
The users could gain insight into how the technology was envisioned to work.
It carried the use cases that the team on the front line could use to explain to critical stakeholders.
There are other examples of this technique in the other films below.
GLOBAL TRANSFORAMTION
News Corporation
industrial transformation
Creating a new global vision for the technology that can drive the business for the future.
This was both a technology strategy and a communications strategy.
The aim was to change the expectation and motivation of the workforce from analogue to digital behaviours.
A fundamental moment on the path towards the digital future.
THE FULL SCHEMA
A KEY COMPONENT OF THE MACHINE
Multiple Dimensions
Each component of the above image - strategic summary - was developed into 3D models.
Each interactive component was able to be interrogated so that the viewer further detail and explanation.
The film takes the viewer on a tour through stories designed to appeal to each stakeholder group.
It explains the technology stack in high level terms.
The final versions showed audience appropriate headlines together with clickable access to further, more detailed detailed technology definitions, and the roadmap for implementation.
Everything In Context
The context ‘dashboard’ - built at a large scale and part of a ‘roadshow’ which was shown around the world to create the excitement and interest for the workforce.
Each sub-component sets the scene for the detailed implications behind it.
Highly Immersive Perspectives
Everything Explained
What follows are interactive models - extracts from multiple programs that are incomplete or have any confidential materials removed. They illustrate the ability of these systems to convey complex concepts simply to inspire and engage distributed workforces at speed.
A GALLERY OF INTERACTIVE MODELS
THE INTERNATIONAL OLyMPIC COMMITTEE
Organised Thinking
Designing an entirely new operating model to support the IOC and the Olympic Games.
This work took place over several years and after much learning of what is a massively complex enterprise.
Based in Lausanne but the work took us forwards into helping London manage, operate and launch the games in London 2012
THE SCIENCE BEHIND THE ART
Framework Thinking
Frameworks encourage thinking because the frame forces our minds to enquire and challenge.
Frameworks cause conversations which are critical to progress with every challenge
Whether it’s a simple meeting or the development of a complex program frameworks play the pivotal part.
Frameworks ensure we avoid gaps in or make isolated decisions and subjective mistakes.
But everything begins with an assessment of where things are.
ONE - A Baseline
THE DISCOVERY FRAMEWORK
First Comes Understanding and Initial Challenge
Imagine the framework above.
On the far right it’s about understand the objectives.
On the far left the audience needs and insights, then the targeting segments, the market insights that create the context and dynamics the audience lives inside.
Then comes the stakeholders and channels through which the products and services will flow.
Then comes the business and all of its functions and fundamentals.
After which it’s about the additional value/possible solutions that exist or could be created.
Next comes the culture.
Then an exploration of the business and decision models and finally -
The operational and organisational models and the roadmap to achieve the objectives.
TWO - The Future
THEN DeveloP AN APPROACH FOR A MORE SUSTAINABLE FUTURE
On the far right there’s the conversation around aims, intentions, purpose and ambition.
To the left of that are the measures and factors for success.
On the far left are the systems and dynamics within which the business operates and either succeeds in or fails unintentionally.
As the framework moves to the right are the imperatives and principles to achieve the Vision.
The final three are the key modules of strategic thinking and themes and actions/initiatives, the operational models and organisational processes and system and the roadmap and action plan to get us there.
The Result
There’s no single expression that defines the result because that’s determined by the question we answered.
Typically though it’s a vision and strategic plan to get there.
It’s often the exploitation of an opportunity or the resolution of an issue.
Whatever the challenge it will be owned by the team we worked with, they will be equipped to deliver it and inspired through their own confidence to want to go on the journey.
This is how we make strategies that work.
