Journal

Socialiai orientuoti darnaus vystymosi tikslai – Soci SDG

16 February, 2018

“Erasmus +” strateginė partnerystė skirta devyniems socialiai orientuotiems darnaus vystymosi tikslams – Soci SDG

PRANEŠIMAS SPAUDAI

SociSDG konsorciumas kviečia Jus prisidėti prie Darnaus vystymosi tikslų!

Pirmoji projekto „SociSDG“ mokymosi veikla vyko 2018 m. vasario 12 – 16 d. Berlyno Steinbeis universitete, įmonių socialinės atsakomybės institute. Jose dalyvavo devynios Europos organizacijos dirbančios darnaus vystomosi srityse: „Croatian Institute for CSR – IDOP“ (koordinatorius, Kroatija), „Datamaran“ (Jungtinė Karalystė), „Global Impact Grid“ (Vokietija), „Homo Eminens“ (Lietuva), „Kaleidoscope Futures“ (Jungtinė Karalystė), „LatConsul“ (Latvija), „LUM Jean Monnet“ (Italija), „Materahub“ (Italija) ir „Pontis Foundation“ (Slovakija).

Darnaus vystymosi tikslai (DVT, angl. SDGs), yra visuotinis raginimas imtis veiksmų siekiant panaikinti skurdą, apsaugoti planetą ir užtikrinti, kad visi žmonės galėtų naudotis įtrauktimi, taika ir klestėjimu. Siekiant spręsti socialines, ekonomines ir globalines problemas bei padėti šalims, vyriausybėms ir visuomenei su jomis kovoti, DVT apibrėžia pasaulinius prioritetus ir siekius visai planetai iki 2030 m. „pašalinti diskriminaciją, skurdą ir pakreipti žmoniją darnumo keliu.“ Siekdamos padėti įmonėms prisidėti prie DVT realizavimo, JT sukūrė „DVT kompasą“ (angl. SDGs Compass), kuris, kaip teigiama „pateikia penkis žingsnius, kad įmonės galėtų kuo labiau padidinti savo indėlį į DVT“. Vis dėlto, tai yra tik pradžia ir mums visiems reikia daugiau žinių. Šis projektas siekia būti sprendimo dalimi.

„SociSDG“ yra projektas, kurio tikslas – suaugusiųjų, įmonių ir sprendimų priėmėjų sąmoningumo ir žinių apie socialinių DVT vertinimą ir įgyvendinimą verslo strategijose, bei su DVT susijusią, bendrą darnaus vystymosi problematiką.

Atsižvelgiant į tai, kad pagrindinis projekto tikslas yra suaugusiųjų švietimas ir gerosios patirties mainai su projekto partneriais, penkių dienų mokymosi veikla buvo sukurta, siekiant suprasti ir didinti sąmoningumą apie DVT11: pasiekti, kad miestai ir gyvenvietės taptų įtraukūs, saugūs, atsparūs ir darnūs.

Vyko įspūdingos ir įkvepiančios sesijos apie sprendimus, kurie miestus ir gyvenvietes paverstų įtraukiais, saugiais, atspariais ir darniais:

  • Mokymosi veikla buvo pradėta ištraukos iš filmo „Closing the Loop“ peržiūra.
  • Thomas Stellmach, miestų planavimo ekspertas iš „TSPA“, JT-Būveinių (angl. UN-Habitat) steigimo narys ir „Urban Coop“ partneris, projekto partneriams pristatė naują urbanistinio planavimo perspektyvą ir tai, kaip žmogiškieji mastai vystosi kartu su miestų plėtra.
  • Yannis Salavopoulos, MBA, „CAPITALS Circle“ ir „Global Sustain“ generalinis direktorius, pademstravo tvarumo valdymo priemones ir esminius nelaimių prevencijos ir atgaivinimo veiksnius.
  • Alessandro Zito iš „Materahub“ pristatė tvarias bednruomenines praktikas, naudojamas Lotynų Amerikoje po natūralių-antropinių nelaimių.
  • Nadine Kuhla von Bergmann ir Gian Marco Morigi, iš „Urban Change Agents from Creative Climate Cities“, moderavo interaktyvų ir naudingą seminarą „Drivers of SDG11“, kurio metu partneriai aptarė UCA, daugiausia dėmesio skirdami svarbiausioms poveikio matavimo priemonėms.
  • Azra Sulejmanpasic ir Goran Ladisic iš „Freewa“ pasidalijo su projekto partneriais savo patirtimi apie nemokamą geriamąjį vandenį visame pasaulyje su jų sukurta „Freewa“ mobiliąja programėle.
  • Profesorius Kosta Mathéy, PhD,, parodė projekto konsorciumui revoliucinis Europos urbanistinio atgaivinimo pavyzdžius.
  • Jaka Ćosić iš „GIS Cloud“ pristatė naujus geoerdvinės technologijos būdus, kurie padeda kurti tvaresnius, atsparesnius ir aktyvius miestus bei bendruomenes visame pasaulyje
  • Mokymosi veikla apėmė ir apsilankymą EUREF-Campus, Berlyno pavyzdį, kaip sukurti tvarią ir išmanią bazę įmonėms, startuoliams ir iniciatyvoms, kuriančioms naujoves, susijusias su energetika, tvarumu ir judumu.
  • Partneriai taip pat turėjo galimybę pamatyti „Infarm“, Berlyne įsikūrusią ūkininkavimo patalpose įmonę, novatorišką, pilną užsidegimo ir žengiančią miesto žemės ūkio tvarumo iniciatyvų priešakyje.
  • Mokymosi veikla taip pat apimė kelionę į Prinzessinnengärten, naują mokymosi vietą mieste, kurioje vietos gyventojai gali susitikti, eksperimentuoti ir daugiau sužinoti apie ekologišką maistą, biologinę įvairovę ir klimato apsaugą. Ten projekto partneriai išgirdo, kaip prisitaikyti prie klimato kaitos, apie sveiką maistą, tvarų gyvenimą ir į ateitį orientuotą miesto gyvenimo būdą.

Mokymosi veikloje, buvo sukurtas internetinis seminaras apie DVT11, jame dalyvavo pranešėjai Abhay Adhikari, Ph.D., Aristide Athanassiadis (Miestų metabolizmas) ir dr. A.R. Jachnow, miesto strategijos ir planavimo vadovas (USP). Internetinis seminaras pateikė informaciją apie DVT11 socialinio poveikio vertinimą ir jo integraciją į verslo modelius.

ATEITIES VEIKLOS.

Kita mokymosi sesija vyks Zagrebe, 2018 m. gegužės 21 d. – 25 d. Jei turite klausimų konsorciumui, rašykite mums į info@idop.hr .Daugiau informacijos apie projektą galite rasti svetainėje www.socisdg.com arba prisijungti prie mūsų per Facebook ir Twitter paskyras.

Advising How To Change Behaviour Regarding Mobility And Its Choices

03 November, 2017

Problem on surface

A client needs to create a sustainable urban mobility plan for the city. The plan has to encompass various mobility modes and variations. One of the themes of this strategy is to plan how to change people behaviour in mobility and encourage them to take more sustainable ways of getting around in the city.

The question raised by an organization

How to change people behaviour?

Problem in-depth

The situation in the city requires prompt actions in order to cease air and noise pollution, traffic jams and to solve other mobility related problems. However, the ownership of an individual car is strongly embedded in the current country’s mentality. Thus mobility problems have to be perceived as culturally caused phenomenon rather than plain technological or infrastructural issues. For instance, more bike infrastructure would not increase trips done by bikes significantly since the bike itself is perceived as a travel mode for lower income people or as leisure activity. While individual car is associated with status, wealth and well-being. It is requisite to break this association and promote other travel modes since people move within the city for various purposes and each purpose has different principles and goals.

The question as a phenomenon

Why do people travel?

Findings

People often state that the speed is the primary cause for choosing one or another travel mode. Therefore, they highly appraise the car for its speed. However, data indicates the opposite: some bus trips are faster than the same route driven by an individual car; the city center could be travelled through way faster by bike than by car. The question here is more about control and comfort rather than speed. People rationalise their travel choice even though these choices are not supported by actual facts.

Insight

The mobility modes must be detached from a social status. Trips done by cars have to be moved only to certain streets while other streets have to be left for other means of transportation that are less pollutant, hazardous and more active and engaging. There is a need to enable areas where children could travel safely to schools and off-class activities.

The essential principle is to find and create islands in the city for various prototypes, since top-down approach city-wise might be perceived as a negative impact on the existing the state of the art change. Working with local communities and building a sense of ownership in them would guarantee a successful and sustainable behavioral change. These satellites would be used to spread over the best practices and have an impact on other districts and communities through working examples and dialogue between equals.

Advising How To Attract (Non-)Users And Transform Spaces

08 April, 2017

Problem on surface

Even tough majority of clients are going to the place for leisure activities, the libraries are experiencing a very short time span of clients visiting the premises, surveys state. Encouraging them to stay longer and attracting a target audience (working professionals) is an issue to solve. The general notion at the executive level is that people do not want to come and indulge into the space due to its reconstruction status. Nevertheless, when the process is done they are eager to be sure of popularity within their mission.

The questions raised by an organization

How to attract the target audience?

How to encourage clients experiencing the space in the future?

Problem in-depth

Target audience of the library being working professionals shows a spot where to start scratching. After a few working sessions with various teams within the organization, it became apparent that there is no united understanding of who is this group of clients. Moreover, adjectives and definitions going towards target audience’s description were attached to XX century without any sounding of the current work culture. It was an indication to look deeper into what does it mean to be a working professional nowadays and how a public space such as library could tap into this culture.

With technological advancement happening in both private life and working environment one relevant shift emerged – the language of thought has changed. Before heavily indulging into programming language our society was doing things by machinery standards (it meant focusing on effectiveness) and thinking in wording language. Information Technology changed the way people think by injecting more 1 and 0 into the process of reasoning. Working environment became more effective yet less purposeful. It made people wonder even more, searching for a meaning behind a simple exchange: hours to money.

Smart devices created a promise of freedom and at the same time attached people to various gadgets. In many places today workers have freedom to choose where to work from but a proper time period for an answer has been decreasing since. Tasks are being done in various places from kitchen at home to a hammock on a beach, yet stress levels are higher than ever. This situation asks from people to mingle in public places simply for recognition, physical conversation and a feel of belonging. As Aristotle pointed out, we are all ζῷον πoλιτικόν (zoon politicon).

Moreover, World Wide Web expansion attracted many creatives into this new environment. Social networks started emerging. The phenomenon forced a notion of better relationships and closer communities. Nevertheless, after some time Z. Bauman pointed out, “Most people use social media not to open their horizons wider, but to lock themselves in a comfort zone”. It became apparent that such culture enforced greater distance between members of the society. Individual satisfaction diminished the sense of community.

These above-mentioned patterns lay down the ground for understanding how the space should be formed and what direction taken to attract working professionals.

The question as a phenomenon

What is the purpose of public spaces in emerging working culture?

Findings

Drucker portrayed the upcoming working environment as entrepreneurial. This notion was true in the findings where people explicitly searched for a place to do work yet experience the flow, be free yet have a structure, fulfil tasks yet decide upon them, be in a busy space yet feel like at home. The underlying principle underneath all wants and needs of working professionals was somehow to feel purpose. And taken into consideration that libraries operate in a realm of information-as-knowledge, the structure of its perimeter becomes clearer. Adding purpose creation to the content, this organization has to emerge as a home of experts that fosters discovery. People want to dive into their passion areas, have environment where they can focus and experience the belonging. All characteristics pointed to the space which should be called office-home (in comparison to home-office).

Insight

As R. Selmer explained in his organization’s culture, “For work to be personally meaningful, it has to be customized to people’s talents”. The same is applied to public spaces focusing on working professionals. The libraries have to create meaning for everyday discoveries. The space has to enable people’s talents by offering an open place to start, research and grow their passions, which could precisely be called hobbies. This environment can be achieved through three areas: (1) research & focus – personal discoveries; (2) sharing & inspiration – community ideas; (3) relaxation & gossiping – comfortable freedom.

Advising How To Invite People To Embrace The Workshops

05 July, 2016

Problem on surface

A team of devoted practitioners decided to hold a series of highly intense workshops for various companies country-wide. Having an experience of many such events not being successful just because the format was not indulging enough they wanted to have a fresh approach to the process itself. After several attempts to design workshop process by themselves practitioners were still not able to deliver their message.

The question raised by a team

How to improve personnel’s engagement in coaching?

Problem in-depth

Conferences and workshops became a part of business internal processes. Most often it has its own line as well as great marketing. Various workshops needed or not have become almost intrinsic in corporate environment. HR offices are full of various workshop offers. While being so overwhelmed by numerous relevant and irrelevant possibilities organizations start to lose value of workshops in general. Thus, quite often they tend to choose the best marketed or the trendiest learning possibilities . Whereas, actually, the purpose of internal education is to excel people in a company or deliver the tools for problem solving. Often the gap between the trendy workshops and what is happening within the organization is so obvious and it consequently devaluates knowledge to such extent that personnel resist to participate.

The question as a phenomenon

When do people experience urge to learn?

Findings

People are learning all the time. Passively and actively. Their methods, platforms and levels might be different, however, the best available option is often chosen for a task. For instance, people go on Facebook to learn about their friends; they google answers for questions encountered at hand, read news to understand the context worldwide, talk to people to shape an opinion or even delve deep in some professional material to become better experts. However, the underlying feature of learning is inseparable from communication in the widest sense. People talk and thus learn about the things that interests them, it is a kind of constant gossiping that everybody is involved in. The most important aspect is that the flow of such kind is framed by individual aspirations. Any distractions that ask to deviate from it is seen as unwanted work. It means that neither extra effort, nor real attention is spent here. Remember how passionate the teachers were about going to a theater during the school hours and how you felt about it.

Insight

Understanding that workshops are for people and their problems is a core moment. In order to make participation indulging and exploiting the full potential, organizations have to form a group of internal people that would focus on identification of problems while connecting them with general strategy (it could be done together with trusted experts from outside). Only then workshop organizers should start conversations with a group. After that the form of teaching has to be shaped accordingly to a situation. People will actually participate in an event when they become a part of the process due to solutions formed according to their needs. Nobody willingly goes for general. It simply has to align with personal experiences and then they will not leave time to breathe.

Advising How To Involve Elderly Into Urban Development Project

05 May, 2016

Problem on surface

An initiative with a support of a local government was trying to re-use abandoned buildings in the city area. Infrastructure was in place, financial support was agreed on and the buildings for the purpose were found. Nevertheless for the project to be successful support from local community was crucial. However, elderly people, that form a significant amount of community, were not interested in participation.

The question raised by an organization

What should we provide for elderly people to get them attracted to the project?

Problem in-depth

Cities populated with older people in Eastern Europe have pretty closed and passive communal life. Majority of times the attitude of the elderly towards anything new is rejection and criticism. They like the things as they are and people with whom they can talk about nostalgic past. But if you spend more time with them you can see that they are craving for a feeling of being young but not for coming back to youth. This is the reason elderly pray upon that past, not that it was perfect in general as a system but that was the time they were more alive. Without any challenges further in life these individuals became immune to wants and needs of a new. Infrastructure for them was created to make them be, but not to learn and participate. Therefore all sudden unfamiliar blinks of totally new are being pushed as alien.

The question as a phenomenon

Where do elderly encounter joy?

Findings

Growing older people shrink their circle of active participation and socialise with fewer but more intensively. It seems as the cycle is coming back to the structure embraced during the period of childhood. Usually it is two to three particular meetup places where they spend time with friends (the same living room chairs, an exact bench in a yard, a favourite close-by bar etc.). Not rare that elderly spend more time socialising than focusing on household activities. They enjoy their everyday without any surprises – as it was yesterday and the day before. With only one exception. Elderly cherish each moment they can spend with family, especially grandsons and granddaughters (nevermind if they say the opposite). To make an example, for them meeting grandchildren is the same as for children getting a surprise gift.

Insight

Engaging elderly into new activities is a challenging endeavour. There are two ways to make it possible. Making it a part of their narrow daily habits or asking family members (especially grandchildren) to invite their older ones. First option means spreading the news within popular places such as bars, social clubs etc. and shaping the language into dwelling nostalgy. Showing how passiveness is destroying the past. The second option has to be delivered in a fun and socially responsible way. That younger generation would be proud sharing this participation with their older ones and it would be fun for both. The second option is more sustainable one as proud grandparents share these events with their friends and praise them in all ways possible.

Advising How To Introduce A Fuel Additive To A Hostile Market

14 March, 2016

Problem on surface

The market of fuel additives in the Eastern Europe suffered from many unreliable products. Since then potential clients have grown skepticism towards the category of products. This scepticism led to a required reassurance that this product works every time for client in his/her particular situation. For companies it means that selling process becomes very expensive and the most potential clients have to be identified whereas the way of convincing has to be transformed.

The question raised by a company

What companies to target?

How to effectively convince the client?

Problem in-depth

When a market starts to question the whole category of products the business becomes not about the proof but about transforming the perception. When market is skeptical there is very little chance of long-term deals that are of an essence for this kind of product to succeed. Moreover, at this point all the customers are at the same level of difficulty to sell. It is absolutelly about reshapping the form how the product is perceveid.

The question as a phenomenon

What do people see as an improvement?

Findings

People in the region are skeptical from the beginning. They tend to see things in a negative way first and only when convinced change the mind. When something has been proving to be negative for a while it has little chances to regaining trust until the next generation. What is interesting is that even in this situation people are trying products or services. It is because they believe in “miracles”. They know they will not buy the product but they are willing to test for the sake of having faith in extraordinary. Therefore, there is no way of winning in this segment: only supernatural works and supernatural is most of the time impossible. The only way to go is to transform the product and jump into unspoilt category. In this case – changing the additive into technology is a great solution. Then as the convincing procedure is the same for each client – priority should be the biggest ones.

Insight

People giving a chance to show the product to them does not mean they are considering of buying. They simply exercise hope embedded by the culture they are living in. In the Eastern Europe if the category has been spoiled with many bad products (and organization does not have a great brand awareness) company should not tackle it. The way is to transform a form of a product hence change the perception towards it. If the success lies in quantities biggest clients is the only path to take.

Advising How To Update Product Line Of Sweets

21 December, 2015

Problem on surface

A company that produces many sorts of sweets (candies, chocolate, lollipops, etc.) wants to adapt its products to current changes in the market and prepare for the future. This problem involves essential factors such as higher customer segmentation than ever before, and change in society’s eating habits. This leaves a company in a field of uncertainty.

The question raised by a company

What products should we produce for tomorrow’s consumers to be ahead in five years?

Problem in-depth

Sweets are a complex phenomenon since it interacts with the essence of every human being (as biological-cultural organism). On one hand, taste of sugar is primordially necessary for humans in order, for instance, to distinguish raw from ripe. On the other hand, the nucleus of sweets is charged with emotions. While people may enjoy and dislike same emotions or biologically be likewise, the segmentation in values affects what emotions are pursued by each segment.

The meaning of sweets in people lives is pre-defined by product’s nature and varies from generation to generation. Therefore, there is a need to understand how people enable sweets and what do each segment is seeking from this emotional journey.

In the Eastern Europe, because of its history, there are three very different segments with different sets of values that largely coincide with exiting generations. Baby boomers, here become Homo Sovieticus, with a very particular and sometimes schizophrenic values, where relicts from soviet past accompany wild capitalism. While X and Y generations are a mixture between the Western culture and their grand/-parents behaviour. Finally, Z generation is very close to what is happening in the developed world of the West between youngsters now.

In order to understand nearest future in this region there is no need to conduct a totally new research – many patterns are already there, however, it is necessary to understand how emotions are affected by different sets of values of these generations.

The question as a phenomenon

What does eating sweets signify to humans?

Findings

At the first glance people eat sweets because they are delicious, it is a cultural habit to have them after lunch or during a break. But this is a peripheral outcome of what really the sweets are. This product was used in human history and became imprinted in human culture as a positive signature. However, this positiveness unveals differently in every generation in the Eastern Europe.

Insight

To put it simply, Homo Sovieticus is constantly dragged by nostalgia. X generation always weights pros and cons. Y generation is all about form. Emerging Z generation each move is recreating the world. Depending on each product’s quality and its place in customer segments behaviour the most effective strategy for a product line unravels itself.

There is a particular quality of a product that best matches the core behaviour of each segment. This quality has to be reflected in sweets substance and form, provoking a matching behaviour. Corresponding three segments with purchasing power, three lines of products were introduced to a company.

Advising How To Sell Utilities In The Baltics

28 June, 2015

Problem on surface

A company that sells a utility product cannot increase efficiency of sales. Moreover, it is difficult for it to grasp a clear direction for both sales and marketing strategies.

The question raised by a company

How to make people buying the product without the company actively selling it?

Problem in-depth

People from post Soviet Union countries tend to have a passive mindset, which is strongly reflected when choosing a utilities provider. During the Soviet times, people’s life was surveilled, managed and determined by the centrally regulated power. Only now, people living in the Post-soviet countries are slowly shifting from being observers to involved decision-makers. This hesitation to make a decision is palpable throughout all sectors of life (starting from a simple single purchase to parliamentary election). In order to seize the benefits of a service or product, in most cases one has to be pushed into an active role and to make a decision. As it is not a natural stand for people in the region, especially, when it comes to utilities, people are willing to go on with ascribed services rather than choosing possibly better ones.

The question as a phenomenon

What do people pay for when they transfer money for utilities?

Findings

By default, people consider a price as the most important criteria. Yet, when it comes to decision making a decent amount of discount does not prove to be effective. Consumers perceive that state-owned companies stand for security and ensure the possibility to remain passive. More precisely, this creates a feeling that at any conditions, all services will be maintained smoothly and continuity will be guaranteed. The decision process starts, only when costumers feel secure. Therefore, not a price but assurance of uninterrupted services should be emphasized.

Moreover, a price is not an answer since money is a circulating medium of exchange, a measure of wealth. For this reason, paying less can be seen as earning with an opportunity to exchange to something else, or it can be seen as savings, which means no other exchange opportunity is considered yet. In order to address each position, there is a need to find all of attributes of each and define them individually.

Insight

A company has to ensure people that its customers enjoy the similar or even higher assurance of continuous services comparing to state-owned companies. Also a company has to be clear about market’s segmentation with its’ actual needs.

Advising How To Create A New Flight Route In The Eastern Europe

10 March, 2015

Problem on surface

An airline company wants to start a new small-scale route between two countries based in Eastern Europe (one is considered as a part of the Northern Europe by UN, so there is a palpable difference in countries welfare). The airline company struggles to decide what income group (low, middle or high income) is their target group. Moreover, it is unclear what are the preferences of a destination city.

The questions raised by a company

What is their target group?

How to get an access to the destination’s airport with the least expenses?

Problem in-depth

As it is a round route, it is crucial to understand what the travelling means for the citizens of the two countries. In the research process, the segmentation of the market becomes clear: the biggest challenge is that Eastern European countries still have a nostalgia for happiness coming from the West. Hence, as most flights are for vacation purposes rather than business, people from post-Soviet countries want to go West rather than East (geographically, one of the countries is located further East). Another issue is a strong cultural difference within Eastern European countries, mostly based on the language spoken.

The question as a phenomenon

What do people exchange while living in neighbouring countries?

Findings

Different levels of welfare make a round route quite difficult, since in one of the two countries travel costs are relatively low, whereas in the other one, the same travel costs are perceived as relatively high. This situation implies that normally the company has to target two different audiences (upper class in one country and budget travellers in another). A round route becomes even more difficult to carry out as people are not willing to go to further Eastern countries located in the same region for vacation purposes. Instead of trying to change the travellers’ mind-set so they would spend vacation in further Eastern countries, which requires a long period of time, the effort should be made to find and target some other traveller’s needs.

As countries share a lot of SME connectivity, business trips with more convenient approval of travel documents should be implemented.

Insight

Connecting countries different in size, welfare, culture, and located in the same region is challenging. In this case, cheap frequent flights have to be established as it would serve both upper and middle class travellers, who could allow spending more money on better hotels. Furthermore, it would be a great incentive for SMEs to choose airplanes instead of cars for their business ventures.

Advising How To Adapt Family-Restaurant Business To New Technologies

08 November, 2014

Problem on surface

Governmental policies have stipulated that some of new technologies have to be used in restaurants in order to have a higher-level accountability. Family-run business struggles to embrace these new technologies without losing its time-honored, old-fashioned and heritage style. For restaurants it is difficult to identify the right technologies to be introduced (complying with new law) and to decide on how to deploy them without damaging the niche attractiveness of a unique family business.

The question raised by a company was

What technologies should family-run restaurant acquire in order to keep their old-fashioned roots?

Problem in-depth

This particular family-run business has started as an inevitable cause of the location (owning a property on the main street in a resort). There were several business ideas related to handcrafts which were implemented at the beginning. Eventually, the place has become a restaurant.

The business has been growing naturally and changes in it have happened organically. The core of the service and product has not changed for decades and that is the advantage of the business.

Suddenly, a tension in the business has emerged due to law and market driven pressures to implement the new technologies, which is unnatural element in the organic and unscripted environment of the business. Moreover, this demand has created a fundamental uncertainty – these changes can be a cause of the business failure as it would lose its uniqueness.

The question as a phenomenon

What is the role of technology in small family-run business?

Findings

Family-run business strive for keeping its continuous steadiness without any changes as long as it can, which results in its core of success: well-known quality, long notable history and loyal customers, who create a feeling of familiarity and coziness. Usually, family-run businesses tend to act and think local neglecting global. Technology, which is a part of global, might have a strong impact on all above-mentioned elements of the success when introduced. Therefore, it has to be implemented only where it is necessary and to the minimal (required) extent. The best way is to choose quality technology, which blends in easily and precludes abruption while keeping history and coziness untouched.

Insight

Family-run business should not follow the market trends as it falls from mainstream wants and needs. Its biggest asset is history that creates a sense of quality – heritage. The new is the opposite of heritage. The nucleus of technology is new. Therefore, technology should not be a part of family business but only compliment it where needed.

Advising How To Create A Customer-Centric Mobile Feedback System: Managing Innovation

22 September, 2014

Problem on surface

Startup seeks to disrupt CEM market by creating a new kind of mobile feedback system. The idea is to help people improve the environment creating a platform to share opinion about places. The issue for the company is to precisely define the relevant features needed and to start creating an internal culture of users.

The questions raised by a company

What features are needed for a mobile application to serve the goal?

What are the steps for creating a culture of users?

Problem in-depth

Usually, startups’ biggest advantage is speed and adaptiveness, by the same token, technology market is notable for its fast pace and constant change. In order to succeed, a startup has to be not only fast and adaptive but also lean – avoiding any unnecessary weight. This sharpness and adaptiveness has to be reflected in its product – a mobile application. Users are attracted by technology because of its mission to do things better and faster having both laser-clear focus and engaging culture. Therefore, technology startup has to nurture simplicity and clarity, as well as to cultivate engaging and caring culture.

The question as a phenomenon

When does gossiping become complaining or suggesting?

What does secrecy mean to communication?

Findings

Feedback system is a part of caring culture. Caring culture is often surpassed by other elements such as competitiveness, work, lack of time, stress, and individualism. People tend to care only when they are free from daily work. Normally, people respect and cherish those that do good for a bigger cause than themselves yet they do not engage until there is a reward (gift, public recognition, status etc.) Therefore, in order to engage the majority of people to use a mobile application the system has be incentivized. Moreover, people mostly are driven towards a result rather than a process itself. Yet, if a process is interesting, it can become a habit-kind experience. The best way to exploit both options is to implement gamification with simplicity in application’s features.

Insight

In order to create a successful feedback mobile application, a startup has to be lean, relying on the most efficient way of handling resources while deliberately positioning itself in a caring culture, as well as referring to its mission rather than monetary profits. Meanwhile, a user has to find the process of giving feedback rewarding. The formal side of an application has to resemble a game with simple rules and usage.