When service design meets the connected company
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The document outlines a culture map for Nokia, focusing on observed behaviors, the rules that drive behavior, stated and unstated values, and underlying assumptions. Key themes include the need for fast and flexible decision making, the challenges of innovation and risk aversion, and the bureaucratic hurdles that inhibit launching new ideas. It highlights a tension between passion for innovation and the reality of institutional brakes and approvals.
When service design meets the connected company
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- 63. Culture map for Evidence How do we behave? What is observable? - how we work together - the language we use - How we collaborate, compete, create, and control? Levers What are the “rules of the game” (formal and informal) that drive our behavior? - Who controls what - How we make decisions - How we allocate resources - What we reward - The spaces we work in Values What do we say that we stand for? What do we care about? - Stated, public values (What we say we value) - Unstated or undiscussed values (Values we demonstrate by our actions) Assumptions What do we believe about the world, and how it works? What is the reasoning behind the values? © 2013, Dave Gray. Liminl LLC 63
- 64. Evidence How do we behave? What is observable? - how we work together - the language we use - How we collaborate, compete, create, and control? Levers What are the “rules of the game” (formal and informal) that drive our behavior? - Who controls what - How we make decisions - How we allocate resources - What we reward - The spaces we work in Values What do we say that we stand for? What do we care about? - Stated, public values (What we say we value) - Unstated or undiscussed values (Values we demonstrate by our actions) Assumptions What do we believe about the world, and how it works? What is the reasoning behind the values? Collaboration Fast,flexible decision making Flat, networked organization Passionfor innovation Wevalue diversity Wevalue people Respectthe individual Culture map for Nokia 64
- 65. Evidence How do we behave? What is observable? - how we work together - the language we use - How we collaborate, compete, create, and control? Levers What are the “rules of the game” (formal and informal) that drive our behavior? - Who controls what - How we make decisions - How we allocate resources - What we reward - The spaces we work in Values What do we say that we stand for? What do we care about? - Stated, public values (What we say we value) - Unstated or undiscussed values (Values we demonstrate by our actions) Assumptions What do we believe about the world, and how it works? What is the reasoning behind the values? Passionfor innovation Culture map for Nokia 65
- 66. Evidence How do we behave? What is observable? - how we work together - the language we use - How we collaborate, compete, create, and control? Levers What are the “rules of the game” (formal and informal) that drive our behavior? - Who controls what - How we make decisions - How we allocate resources - What we reward - The spaces we work in Values What do we say that we stand for? What do we care about? - Stated, public values (What we say we value) - Unstated or undiscussed values (Values we demonstrate by our actions) Assumptions What do we believe about the world, and how it works? What is the reasoning behind the values? Weinnovate butdon’t launch much Passionfor innovation Culture map for Nokia 66
- 67. Evidence How do we behave? What is observable? - how we work together - the language we use - How we collaborate, compete, create, and control? Levers What are the “rules of the game” (formal and informal) that drive our behavior? - Who controls what - How we make decisions - How we allocate resources - What we reward - The spaces we work in Values What do we say that we stand for? What do we care about? - Stated, public values (What we say we value) - Unstated or undiscussed values (Values we demonstrate by our actions) Assumptions What do we believe about the world, and how it works? What is the reasoning behind the values? Weinnovate butdon’t launch much Needlayers ofapprovals tolaunch Many brakes,few accelerators Passionfor innovation Culture map for Nokia 67
- 68. Evidence How do we behave? What is observable? - how we work together - the language we use - How we collaborate, compete, create, and control? Levers What are the “rules of the game” (formal and informal) that drive our behavior? - Who controls what - How we make decisions - How we allocate resources - What we reward - The spaces we work in Values What do we say that we stand for? What do we care about? - Stated, public values (What we say we value) - Unstated or undiscussed values (Values we demonstrate by our actions) Assumptions What do we believe about the world, and how it works? What is the reasoning behind the values? Weinnovate butdon’t launch much Needlayers ofapprovals tolaunch Wefearand avoidrisk Many brakes,few accelerators Passionfor innovation Culture map for Nokia 68
- 69. Evidence How do we behave? What is observable? - how we work together - the language we use - How we collaborate, compete, create, and control? Levers What are the “rules of the game” (formal and informal) that drive our behavior? - Who controls what - How we make decisions - How we allocate resources - What we reward - The spaces we work in Values What do we say that we stand for? What do we care about? - Stated, public values (What we say we value) - Unstated or undiscussed values (Values we demonstrate by our actions) Assumptions What do we believe about the world, and how it works? What is the reasoning behind the values? Weinnovate butdon’t launch much Needlayers ofapprovals tolaunch Wefearand avoidrisk Most innovations fail Experiments arecostly Noactionis betterthan wrong action Many brakes,few accelerators Passionfor innovation Culture map for Nokia 69
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