Shifts in mental models go deeper than traditional thought leadership.
Today’s technologies – instrumented things, sensor networks, data – have the opportunity to deepen social relationships, to brings us new important kinds of social relationships that we don’t already have and to participate directly in those relations. When we start to think about our technologies as not simply providing incremental value – good recommendations or metrics for this or that problem – we give them room to grow.
I was a little bit surprised that the report didn’t spend much time tackling the hardest issue, which is why do they need to have so much revenue? It’s because their cost structure is made for print. When you look at how much revenue comes from print and the scale of their operation because of print, the challenge that they’re facing moving forward is how do they move into a post-print world….
It just seems like if you’re reading a secret internal report for The New York Times, the things that people would be stressed about, isn’t that, oh, the website’s not good enough, or they haven’t moved fast enough with this feature or that feature, but more like how do we deal with this very different cost structure of our future business, compared to our past business.
Products are tools of communication that ‘put the consumer on stage’ and help him exist as a social object.
I love this idea because it directly connect 3 very important ideas: utility, social context and individual motivations that fuel products as well as the marketing process and thinking.
Believe it or not, marketing and design are far more related (and should be) than either side would like to believe.
The Internet is a psychology experiment.
Emotions lie at the core of perception, communication, motivation and decision-making. They bear an influence on the sensory experience, and they promote action.