Pauli Komonen & Anni Ojajärvi English summary: The common ground of human insight and strategic foresight is emerging. The volatile business environment, changing consumer expectations and creative destruction in the marketplace have recently emphasized customer-centric and forward-looking thinking. However, human insight and strategic foresight are often far apart from each other in practice. They operateContinue reading “Ihmisymmärryksen ja ennakoinnin yhteinen maaperä alkaa hahmottua”
Author Archives: Humans Helsinki
An anthropological take on product management
We as product development specialists need to start complexifying our understanding of how ‘product-market fit’ ought to be articulated. Learnings from anthropology, as well as the broader human sciences, are going to be critical for this.
Book Club notes: Changing practices – or practicing change?
For anyone interested in renewing how strategy work is done, it might be useful to understand how it has been done in the past. How have the shared ways of doing strategy – its practices – changed over time?
Strategiatyö kaipaa dynaamisempaa ymmärrystä organisaation omasta kyvykkyydestä
Pertti Pitsinki & Tuomo Ketola, Noren Strategiatyö nähdään edelleen usein johdon ja asiantuntijoiden vastuulle kuuluvana analyysi- ja suunnittelutyönä, jonka tuloksena syntyy joukko yrityksen toiminnan muutosta ohjaavia linjauksia ja päätöksiä. Onnistuneen strategiatyön kriteerinä pidetään strategisten linjausten selkeyttä ja toteutettavuutta. Selkeys nähdään osoituksena laadukkaasta ajatustyöstä ja laadukas ajattelu tuottaa analyysejä ja suunnitelmia, jotka ohjaavat käytännön valintoja tavoiteltavanContinue reading “Strategiatyö kaipaa dynaamisempaa ymmärrystä organisaation omasta kyvykkyydestä”
Debating the utility of ‘ambivalence’ for human-centric strategy formulation
In many ways, the notion that ‘ambivalence’ or ‘self-contradiction’ might, in fact, be part-and-parcel of business strategy formulation seems perfectly sensible. After all, the idea that humans possess the propensity to act in ways that seem to go against their ethical modi operandi or ‘objective’ self-interests seems well-evidenced within our industry. Yet, while the self-contradictory tendencies of humans-as-users/consumers seem to have become entrenched in our industry’s conceptual toolkit, relatively little attention has been paid to the ambivalence with which we as innovation practitioners formulate ‘human-centric’ strategy.
HUMANS 