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Aufgrund aktueller Prioritäten ...

... wird krebsuzette.org in den nächsten Monaten Nukleus meines leidenschaftlichen Engagements sein. Enjoy!

Chris Anderson: ‘Maker’ Movement is Next Industrial Revolution

Please listen to Chris:

"Basically, the Maker movement is what happens when the Web meets the real world. It’s the combination of the Web’s innovation model with a new generation of computer-controlled desktop manufacturing tools that have a democratising impact, much like the PC and the Internet did a generation ago.

I would argue that there have been two major industrial revolutions, with the third one emerging now. The first industrial evolution was about mechanisation; replacing muscle power with machine power and amplifying human productivity by letting machines do the work. The second industrial revolution was arguably the computer revolution. But it wasn’t the invention of computers. It was their democratisation; putting them in the hands of everybody with the PC and the Internet that unleashed a huge amount of talent, energy and creativity which was transformative. The third industrial revolution is just a combination of the first two: it’s the Web revolution meets manufacturing.

The reason that this is even more transformative than the Web is simply that the world of physical stuff is bigger than the world of digital stuff. The manufacturing economy is much bigger than the information economy. And if those same social forces that transformed the world through the Web can be applied to physical goods, you would see tremendous social impact."

How this will happen? - Part I:

"What you’re seeing now is that physical stuff is starting to look more like virtual stuff. The same way that Mark Zuckerberg could invent Facebook in his dormroom, the next Mark Zuckerberg can now invent a physical product, prototype it, and press another couple of buttons to put it into production right from his or her dormroom or home.

Because design now begins as a digital file, it begins to take on the dynamics of the Web. It starts to be sharable. You can build collaborative communities around it. You can send it to local machines, like a printer, to be made in units of one, or send it to [cloud manufacturing services] to be made in the thousands. And you have places like Kickstarter that can generate the funding. So now it starts to look like the Web. It starts to act like the Web. It starts to feel as easy to engage in as the Web. Atoms begin to act more like bits." - Chris Anderson

Via businessoffashion.

How this will happen? - Part II:

Just have a look at my 3D-Printer post: This Machine will Change the World . - No, this is not exaggerated!

Please take a few minutes and reflect what might happen to your products, markets, business model.

brandPoem (no.129) of the Week

All Brands Should Make Themselves a Poster out of That - to never Forget!

(Just in case you do not care, you should read this, please: RED BULL STRATOS SHATTERS RECORDS - AND TRADITIONAL NOTIONS OF MARKETING. Or that: Red Bull und die Moral der Geschichten. Or that: Kommentar: Felix Baumgartner und der deutsche Michel.)

Via brandpoems - a leadmarke project
> "Dear Brand, .. Outgrow Yourself, Inspire the World!"

[L/M NET] Tom Fishburne > cannibalize

(L/M NET: the blogged experience & expertise of some of the best minds in Innovation, Brand Engagement, Communication Agility:
Tom - Tim - Konstantin - Helge - Drew - Charles - Anthony - Adrian)

 

“If you don’t cannibalize yourself, someone else will,” Steve Jobs famously said.

Cannibalization risk is a major factor in evaluating innovation. No product is 100% incremental so we have to decide whether new products will more than offset the sales loss of what’s already on the shelf. What’s often left out of the equation though is the risk of our current products becoming obsolete no matter what we do.

Kodak invented the first digital camera in 1975, over a decade before the first high-resolution digital camera was on the market. At the time, the Kodak film business was highly popular and profitable. This was two years after Paul Simon sang “Mamma don’t take my Kodachrome away”. Why would Kodak ever want to jeopardize that cash cow?

In the thirty plus years after inventing the first digital camera, Kodak resisted the shift from analog to digital at every turn. That strategy culminated in Kodak’s Chapter 11 filing earlier this year.

Apple has always preached creative destruction. Imagine the cannibalization analysis to launch the first iPhone when you have a phenomenally successful iPod already in the market. But that decision kept Apple ahead of the game.

Ultimately we can’t treat any of our products as sacred because our competitors surely won’t. If we want our products to succeed, sometimes we have to risk sacrificing them.

(Marketoonist Monday: I’m giving away one signed print of this week’s cartoon. Just share an insightful comment to this week’s post by 5:00 PST on Monday. I’ll pick one comment. Thanks!)

 

(ralf says: 

So the biggest challenges to change and progress as a society are the ubiquituous monopolies all over the world, desperately trying to keep the status quo alive. Trying to fence of emerging competitors who challenge the already obsolete business models of the market dinosaurs.

 We need courage again in our businesses. We cannot wait for Apple to blow all our markets barriers away.

We need markets which outgrow themselves.)

Tom is cartoonist and founder of Marketoonist, helping organizations communicate with cartoons. He draws from 16yrs of marketing, most recently as Marketing VP at method. He speaks about innovation, creativity, and marketing, using cartoons to visualize. @tomfishburne

The Replicator 3D Printer: This Machine will Change the World

I absolutely follow wired's headline:

Via dpstyles.

If some of you still fear the internet, then a machine like the above will (excuse my wording) scare the shit out of you.

Why? Have a look at that clip of Shapeways, which offer 3D printing via the web:

Via pablo marques.

Got an idea what will happen to the world, when everybody owns a printer like that?

You think that won't happen? Hm, that is what wired's cover story is all about.

The below printer is delivered to your home for 2.199Dollar.

Have a look at the CEO's statement:

Via MakerBot.

 

Addendum

Oct., 10th, 2012 > Some more examples you find here: Waffen und Solarkraftwerke aus dem 3D-Drucker (Videos in English) and there "Public Safety is too Important to Leave it to the Professionals" [video].

And: Embracing 3-D Printers, Manufacturer Tells Customers to Print Their Own Replacement Parts.

November, 10th, 2012 > World’s First 3D Printing Photo Booth to Open in Japan.

November, 14th, 2012 > Chris Anderson: ‘Maker’ Movement is Next Industrial Revolution .
US military invests in 3D printing on the frontline. This video:

Via pablo marques.

Bye-Bye Retail as we know it? > Tesco's Virtual Supermarket

Quite an idea! And a very good example for a Win-Win situation:

"Tescos are now using the walls of the subways in Seoul in South Korea as a virtual supermarket. With over 500 products displayed, the customers can then scan them on their phone and have them delivered straight to their homes.

Commuters can now do their shopping on their way to work and can get the goods delivered that same evening. Since more shopping is being done online now there may come a time when shops will no longer exist on the high street, already many of the big stores are more like showrooms rather than shops."

Quote and image via catrinastewart.

 

André Vatter just told me that this exists since mid 2011, watch the video.

Why does nobody in Germany offer that? Or do they? Tell me, pls.

And André told me ;) 

VentureBeat: The Internet - 2012 - A Decade Later

Please click image for full infographic at venturebeat. Enjoy!
Via classicalrecords.

[L/M NET] Tim Kastelle > The Right Idea at the Wrong Time is Still Wrong

(L/M NET: the blogged experience & expertise of some of the best minds in Innovation, Brand Engagement, Communication Agility:
Tom - Tim - Konstantin - Helge - Drew - Charles - Anthony - Adrian)

 

You may remember Webvan, probably the most spectacular flame-out in during the tech boom in the late 90s. If you don’t, Nicole Perlroth describes their blowup for Forbes:

Of Web 1.0’s most memorable implosions, Webvan still takes the cake. The online grocer raised $375 million in an IPO, descended upon eight major U.S. cities, peddled a 26-city expansion plan and somehow warranted a $1.2 billion market cap—all with the burn rate of a ticking time bomb. Eighteen surreal months later, the company closed down shop, laid off 2,000 and had nothing to show for itself except 30,000 Webvan-branded cup holders at San Francisco’s Giant’s ballpark.

The key takeaway—for venture capitalists, grocery chains and well, everyone else—was that carting small-ticket, low-margin items to people’s front doors from billion dollar warehouses did not a sound business model make.

Bad idea, right?

Well, maybe not.

@thethirdclub: Wo Wirtschaft & Beratung trotzig irren

(Crossspost meiner leadmarke-Kolumne bei The Third Club)

 

Vor kurzem las ich einen manager-magazin-Artikel, der mich ob seiner Einseitigkeit doch nachdenklich stimmte.

Ob in dieser Eindimensionalität das wahre Problem von Politik, Wirtschaft, und ihrer organisierten Beratung verborgen liegt?

Nichts gegen das manager-magazin oder die organisierte Beratung von Deloitte, BCG, et al., aber Die neuen Leiden der Telekoms* sind
1. nicht wirklich neu,
2. keine 'Leiden', sondern eigene Dummheit, und
3. treffen sie nicht allein die 'Telekoms', sondern die allermeisten Konzerne (und unter diese subsumieren wir hier auch die organisierte Beratung).

Hier ein paar Beispiele, die sich problemlos auf andere Branchen übertragen lassen, aus obigem Artikel:

[L/M NET] Tim Kastelle > Smart Tech Needs Smart People

(L/M NET: the blogged experience & expertise of some of the best minds in Innovation, Brand Engagement, Communication Agility:
Tom - Tim - Konstantin - Helge - Drew - Charles - Anthony - Adrian)

 

We see many systems these days where all of the intelligence in the system is embedded in the technology.

Some examples:

• Driverless vehicles, in mines and on the streets.
• Highly sophisticated prosumer cameras.
• Most tablets – they can’t be programmed at all, really.
• High speed stock trading.

When I talked about this recently, I made this table to outline the issue:

All of these highly tech-enabled examples are in Stage 3 – where all of the intelligence sits in the technology, and none is assumed to reside in the users – the tech is smart so that the people don’t have to be.

This often seems like a logical endpoint, but smart tech/dumb people is an extremely unstable system. For the latest proof, look at the latest news from high-speed trading – the blowup of Knight Capital.

Dominic Basulto has a terrific write-up on this. He says:

Have we given too much power to the machines?

To give you an idea of the scale of the problem: in the trading of a single stock, the algorithm was literally losing 15 cents on every trade, 2,400 times a minute, for 30 minutes straight. Knight, which saw millions of dollars hacked off its stock price in the course of days, was begging for a $440 million rescue package from creditors over the weekend. Rather than admit the scope of the problem – which affected trading in 148 different stocks – Knight refers to this as “a technology issue” – as if it were something that the office IT guy could fix.

Quite simply, a rogue algorithm could take down Wall Street because we no longer know exactly what’s inside all of these marvelous black boxes owned by companies like Goldman Sachs. Trades are executed in the blink of an eye, with computers zipping out of stocks multiple times per minute.
…
The major financial participants are literally more worried about the speed of their algorithmic computers than they are the intelligence of the humans programming those machines. But isn’t there a hubris in assuming that we are able to reduce the financial markets to a series of blinking 1’s and 0’s, and that whoever has the fastest supercomputer wins?

That’s a pretty much perfect description of smart tech/dumb people system. And they always blow up. Well, they always have. Maybe some day we’ll be good enough at programming that these systems will be stable.

Stage 3 leads to a false economy – systems here are operated in the belief that we can save costs on people by embedding the intelligence into the technology. This might work over the short term, but the costs of the blow-ups more than make up for these savings.

The innovation opportunity here is huge – figure out how to move to Stage 4 – smart tech operated by smart people.

That’s where a lot of modern medicine is these days. And weapon systems. A handful of people with their Nikon D90s have gotten there too, through learning.

Learning is the key. Stage 3 technology is psychopathic. To be genuinely smart, technology needs to interact with and be directed by smart people. Getting to that point is where the real opportunity lies for trading companies.

And probably for yours too.

(ralf says:
Won't work. Not in our systems of education and knowledge management.

Every politician and every manager is taking the smart out of people giving it to machines, which are cheaper, more efficient, do not complain.
The beginning of the end of inventions and innovations.

Sorry for being that pessimistic. Please prove me wrong!)

Tim is a lecturer at The University of Queensland Business School. He researches, writes, teaches and consults on topics relating to effective innovation management, with an emphasis on studying innovation networks. He blogs at The Innovation Leadership Network. Twitter: @timkastelle

"Never hesitate to challenge a status quo" - and other Learnings from @swissmiss's Latest Success

After the first year with her temporary tattoo business Tina gives the following advice to all of us:

1. Never hesitate to challenge a status quo
2. Don’t outsource things you care about
3. Don’t be shy. Ask for advice.
4. Grow a thick skin + hustle
5. Prepare for success
6. Being nice is the only option
7. Your team is everything

I would like to focus on the first.

"Never hesitate to challenge a status quo of a product or service that already exists. Put your own spin on it, stamp it with your personality and you might redefine an entire industry."

Hesitating, being overwhelmed by the size, complexity professionalism of the market you approach, pure fear, insufficient self-esteem are the single-most reason in my experience to question or challenge the status quo.

In my years I have seen so many great ideas, so many great people, which couldn't make it across this hesitation hurdle. They gave up without never ever even trying.

Please, if you understand that you hesitate, talk to somebody. Find somebody whom you may truly trust.

Do not get any consultant or organized consultancy.

Do not talk talk to a friend who knows you for years and years. S/he may not be able to differentiate between your past and your future. S/he may not be able to separate your friendly personality from the entrepreneur you carry inside yourself.

Do not talk to a friend from a large corporation, s/he does not have your entrepreneurial genes.

Talk to somebody you love for her personality. Talk. Let the words jump out of your mouth. Stop thinking. Stop rumulating. Talk. There is such a huge difference between thinking and talking. Try it. Try it in your own living room. Talking aloud will give you a first boost of self-esteem. All else follows.

My five cents.

Please read Tina's full story at her own blog.

@thethirdclub Column: GroupMs Blomenkamp and The Third Club!?

(Column for The Third Club, Germany)

 

In einem Interview ist der von mir geschätzte Jürgen Blomenkamp so verdammt nah an The Third Club, dass ich ihn direkteinmal gegenüberstellend zitieren muss (womit ich nicht sagen möchte, er habe sich bei uns bedient, sondern mich vielmehr freue, dass unsere Situationsbeschreibung geteilt wird):

Wir schrieben im Oktober 2011: ...

[L/M NET] Tom Fishburne > our mission

(L/M NET: the blogged experience & expertise of some of the best minds in Innovation, Brand Engagement, Communication Agility:
Tom - Tim - Konstantin - Helge - Drew - Charles - Anthony - Adrian)

 

Every brand needs an anthem. Most settle for a humdrum mission statement or competitive benchmark instead.

In my recent “Brand Laddering” cartoon, I parodied brands that stretch too far beyond believability, trying to make corn chips stand for world peace. I think there’s just as much to make fun of with brands that don’t try to stand for anything at all.

Too often we define our brands only by how we stack up versus our competition. The Fast Food market works this way. Brands typically pivot off of each other, claiming Cheaper, Bigger, Tastier, etc. Taco Bell asked consumers to Think Outside the Bun. Quiznos introduced Toasty as a point of difference versus Subway.

Chipotle traditionally marketed like every other Fast Food restaurant, with billboard ads like this one focused on big burritos.

Yet Chipotle made waves at the Cannes International Festival of Creativity a couple weeks ago with the following anthem called “Back to the Start”. In a simple animation voiced by Willy Nelson, Chipotle elevated their ingredient sourcing story to a rally cry on how our culture sources food as a whole.
Popout
Having an anthem inspires, not only our consumers, but everyone on our extended teams who touch the brand.

(Marketoonist Monday: I’m giving away one signed print of this week’s cartoon. Just share an insightful comment to this week’s post by 5:00 PST on Monday. I’ll pick one comment. Thanks!)

(ralf says: We need an anthem for our brands, our corporations, our ways of doing business.

A true anthem tells a true story of true meaning. That is what most brands, corporations, businesses lack. Meaning. A vision of doing things, a vision of value. Bigger than life. More important than every single employee's vision. Uniting employees and consumers ...

Too good to be true. Worthwhile working on.)

Tom is cartoonist and founder of Marketoonist, helping organizations communicate with cartoons. He draws from 16yrs of marketing, most recently as Marketing VP at method. He speaks about innovation, creativity, and marketing, using cartoons to visualize. @tomfishburne

[L/M NET] Tim Kastelle > Innovation Requires a Change in Behaviour

(L/M NET: the blogged experience & expertise of some of the best minds in Innovation, Brand Engagement, Communication Agility:
Tom - Tim - Konstantin - Helge - Drew - Charles - Anthony - Adrian)

 

What is the most important innovation ever?

I’ve argued before that it is hand-washing in hospitals. This innovation was a major driver in the improved health outcomes that have increased our life expectancies from less than 60 years at birth to nearly 80 in most developed countries.

It’s such a simple idea, and so easy to do, that it must have spread quickly, right?

Well, not really.

Creativity: Make the Complicated awesomely Simple [Poster]

Via jaymug.

[L/M NET] Helge Tenno > We are in Culture not in Sales

(L/M NET: the blogged experience & expertise of some of the best minds in Innovation, Brand Engagement, Communication Agility:
Tom - Tim - Konstantin - Helge - Drew - Charles - Anthony - Adrian)

 

When the mobile and social web combine they create the basis for a completely new Internet. Which radically differentiates itself from the shape of the current one.

Why is the mobile social Internet different from the old Internet?
The history of technology is not what we assume. Progress does not follow a straight line. It is pushed sideways through seemingly random collisions between existing and familiar technologies – with the result being something radically different.

To my best interpretation this is what is happening now: 
The first generation Internet was/is a one dimensional information web, and we have unsuccessfully tried to build bigger ideas on top of it. Now, the mobile social web is shaping up to be a much better infrastructure to build new ideas in.

The mobile social web is our secret sauce. (We just have to stop thinking of it as: 1. A smaller version of the Internet and 2. Facebook)

It has always been about culture!
yes, it has. But we are now given a front door access to the other side of the purchase, so that we can participate and even parttake in designing the culture around our products. And we need to start bringing more of the direct experience of culture back into the sale and retail experiences.

 

(ralf says:
Signed ;)

Helge works as Digital Director for Dinamo, helping brands and organizations discover WHY they are valuable in consumers lives, and HOW they can create deliberate value on the arenas and inside the interfaces where they connect with them. Twitter: @congbo

Die 2 The Third Club Lunch Poster

(Not exclusively of course) for my readers in Germany:

Die ersten beiden The Third Club Düsseldorf Lunch Poster

01 - Die Achse des Quantitativen:

"Die Ergebnisse unseres zweiten Lunches als Checklist bzw. Poster.

Idealerweise druckt Ihr das .pdf in DIN-A4 aus, dann könnt Ihr es als Poster über den Schreibtisch hängen oder Euch als Checklist unter das Kopfkissen legen.

Binsenweisheiten?

Nun das Schicksal der Binse scheint zu sein, dass jede/r sie kennt, aber keine/r sie beherzigt. Es wird Zeit.

Ihr meint nicht? Dann lasst uns darüber reden

- vielleicht auch direkt beim 3. The Third Club Lunch Düsseldorf am 03. Juli!?

 

Zum .pdf-Download bitte hier klicken.
Via The Third Club - Die Achse des Quantitativen.

02 - Das Wichtige vom Dringenden unterscheiden:

Zum .pdf-Download bitte hier klicken.
Via The Third Club - Das Wichtige vom Dringenden ...

Wie gesagt, wir würden uns freuen, Euch beim 3. The Third Club Lunch Düsseldorf am 03. Juli zu sehen!

To be Creative & Innovative, Think Like an Artist

It does not matter, if you are a brand, or a creative or a marketing / communication manager.
Reflect & inhale every single rule:

Via hydeordie.

@Wiwo-Kolumne: Die 3 Teufelskreise des Kurzfrist-Marketings

Our current Wirtschaftswoche column:

"Die Welt wird immer komplexer, denken wir, und immer weniger vorhersehbar.
 Dabei werden nur die Zyklen, in denen wir denken und handeln, immer kürzer, unser Blick immer fokussierter. Wir reagieren immer schneller, immer taktischer, immer punktgenauer.

Und genau das ist das Problem. Wir selbst sind die Krankheit, gegen die wir eine Heilung suchen, aber - wie schon Einstein wusste: Man kann die Probleme nicht mit dem Denken lösen, das diese erst geschaffen hat!

1. Teufelskreis:
"Adaption ist die neue Innovation!"

...

2. Teufelskreis:
"Einfalt ist die neue Vielfalt!"

...

3. Teufelskreis:
"Quantitäten sind die neue Qualität!"

...

... please read the full post - and our solution approach - at Wirtschaftswoche ...

Have a look at all our Wiwo columns so far!

1976(!) Dieter Rams Speech on Good Design As A Key Business Advantage

"Striving for good design is of social importance as it means, amongst other things, absolutely avoiding waste.

...

GOOD DESIGN MEANS TO ME:
AS LITTLE DESIGN AS POSSIBLE

...

I imagine our current situation will cause future generations to shudder at the thoughtlessness in the way in which we today fill our homes, our cities, and our landscape with a chaos of assorted junk. What a fatalistic apathy we have towards the effect of such things. What atrocities we have to tolerate. Yet we are only half aware of them.

This complex situation is increasing and possibly irreversible: there are no discrete actions anymore. Everything interacts and is dependent on other things; we must think more thoroughly about what we are doing, how we are doing it and why we are doing it.

Indeed, the collapse of the entire system may be impending."

Via fastcompany.

36 years ago! - Now you may imagine what separates the wheat from the chaff!? I urge you all to follow suite! - Thank you! :)