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Eva Dunn • DMGT 783 - Design Futures: Trends, Forsight and Intuition • Winter 2016 • Professor Tom Hardy
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Eva Dunn DMGT 783 - Design Futures: Trends,
Foresight and Intuition Winter 2016
Professor Tom Hardy
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Introduction What is scenario planning?(uncertainty diagram) Brand description Brand attributes Brand questionBrand myth
Research & Analysis5 YearDriving forces (STEEP) Driving forces matrix (2x2) Primary driving forces cause & effect Scenario logic diagram w/DF axes, symbols (2x2) Plot Diagram
Scenario & Implications Scenario cover w/scenario title Narrative w/visual metaphors Implications for brand (bullet points)
10 Year Driving forces (STEEP) Driving forces matrix (2x2) Primary driving forces cause & effect Scenario logic diagram w/DF axes, symbols (2x2)
Plot Diagram
Scenario & Implications Scenario cover w/scenario title Narrative w/visual metaphors Implications for brand (bullet points)
20 YearDriving forces (STEEP) Driving forces matrix (2x2) Primary driving forces cause & effect Scenario logic diagram w/DF axes, symbols (2x2) Plot Diagram
Scenario & Implications Scenario cover w/scenario title Narrative w/visual metaphors Implications for brand (bullet points)
SummaryWhat you learned in DMGT 783 and how it can apply to your career
Bibliography
Table Of Contents
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Intr
oduc
tion
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What is scenario planning?
“Scenario planning is a critical tool for anyone who is not just managing, but also leading. It facilitates your ability to create a realistic vision for the future, as well as your ability to craft the strategies that will make you successful once you get there.”
- Woody Wade, Scenario Planning
This class is designed to teach design managers how to understand their own organization and drive into the future in an innovative and responsible manner. Scenario planning assesses the market as is, and looks at current trends. Then it allows a manager
to analyze the value of the trend and what effects it will have on the company, giving the company a leg up on how to respond to the trends. This market watch can help a company avoid catastrophes to their business.
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Unc
erta
inty
Short Range
Mid Range
Long Range
5 10 20Time
Increased degree of uncertainty
Driving Forces
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Condé Nast
ProfileCondé Nast is a privately held American
publishing company owned by Advance Publications and run by Robert A. Sauerberg, Jr. It produces 24 publications along with
ventures in many other entertainment based avenues. It is also consistently ranked one of Forbes top 40 companies.
MagazinesAllureArchitectural Digest Bon Appétit Brides Condé Nast Traveler Details Glamour Golf DigestGolf World GQ Lucky Self Tatler Teen Vogue The New Yorker Vanity FairVogueWWired
DigitalArs Technica Condé Nast EntertainmentCondenaststore.comEpicurious Pitchfork Reddit Style.com/ VogueRunway.comThe Scene The World of InteriorsZipList
OtherPubWorxThe Condé Nast College of Fashion & Design
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Provocative
Dedicated
Patient
Passionate
Courageous
Open Minded
Exceptional
Authoritative
Excellent
Premium Energetic
Willing
Responsible
Visually Arresting
Fearless
Exstrodinary
About“Class Publication”
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Rational Attributes
Patient
In order to understand the reality of our subject, we looked at their corporate values and paid attention to how they describe themselves. Condé Nast had a great deal of extreme adjectives to describe who they are
and what they have to offer. This was how we came up with three rational attributes to best describe exactly who they are.
SophisticatedWe only supply information that lifts our readers to a higher level of historical, political, artistic, and lifestyle knowledge.
SteadfastOur work is so high quality that it never goes out of style and function. We have to stay on top to keep you on top.
GildedWe create balls, not parties because our guests demand it.
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Emotional Attributes
We used the same process for rational attributes to create emotional attributes. These are designed more around how a person is meant to feel while using the product.
Condé Nast is designed around “Class Publication” and the one percent. Their stories are meant to lift people’s confidence and let them feel apart of the high life.
StrongOur readers can handle everything. In fact, they get excited for all challenges facing their future.
BeautifulOur readers want the best, so we search for what will make them striking internally, externally, and within their surroundings.
BoldWe don’t hold back on keeping our readers informed in any subject; especially the scandalous ones.
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Challenge Questions
Once a basic understanding of who the company is and what they do, challenge questions can be designed to help lead a path for doing more in depth trend research. Condé Nast is primarily a print publishing
company. For awhile now, the fear of print dying has forced them to address new areas of investment; especially with the extreme speed of technological advancements
1. Print magazines are appreciated for their tangibility. How can we make the publishing industry more tangible?
2. Is print really dead and dying?
3. What are some investment opportunities for Condé Nast in preparation for disruptive scenarios?
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Brand Myth Statement
The brand myth statement is designed to let the customer have an all encompassing feeling to the product that is being offered. It’s not meant to be a realistic feeling, more of a euphoric feeling; one that is a bit dramatic.
For Condé Nast, the value of their brand belongs to the one percent. They offer the customer a window into that life. That is why their brand myth statement is “where you can live the high life.” All of their publications are designed around the whole life of the rich and powerful.
“Where You Can Live the High
Life”
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Res
earc
h &
Ana
lysi
s
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FIVE YEARS
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To get a grasp on the disruptions and competitions that our company would face, we looked at trends in the marketplace that are both big now, and could easily effect the company in the next five years. Ultimately, this would help us come up with clear solutions to address the effects these trends would have on our companies and give some insight to a contingency plan. We would create implications of these trends in the long run.
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5 year STEEP
STEEP is an acronym standing for, social, technological, economic, environmental and political. We use this to help guide our knowledge of trends in these areas. To best
understand the direction of our company we focused on areas of interest in these categories.
SocialPop-up storesYoung social media managersStart-UpsCoffeeRenting over OwningUrban vertical growthLow cost food and fashionPolarization of communities (unattainably high
standards)Integration of communities (loss of defined culture)ISIS World War
TechnologicalAnalyticsNeuro ocular scienceOnline shoppingSolar energySmartphones worldwideAgricultural technologyMedical technologySmart everything (IoT)E-paperChernobylian tech malfunction
Economic High-risk InvestmentsHigher insurance costsIncreased cost of livingAnother recessionBitcoinEarlier retirementB-Corps, non-profs, and charitiesWorld currency pilot program3rd world enterpriseWorld economic destabilization
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EnvironmentOvercrowdingFloating trash pileFloating, raised, and underground parksRising sea levelsBlizzardsLoss of paper treesLoss of shark fin soup (overfishing)Invasive speciesWorld wide natural disaster
PoliticalPrivatization with lowered regulationsDonald Trump (YES!)South China SeaNepotismCivilians as journalistsThe Middle EastCampaign finance reformInheritance taxesIran, N. Korea and/or Russia nuclear threat
For Condé Nast, in the five year research there were not a lot of extreme foreseeable changes. Because of this, wild card concepts were snuck into the list of valuable trends.
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Driving Forces Matrix - 5 years
In order to best understand the weight of our STEEP subjects, we placed them on a 2x2 matrix. This allowed us to determine which issues would have the largest impact on our organization and the global market.
Condé Nast’s primary niche is printing and the value of printed material is slowly going by the wayside. This was something that was constantly kept in mind. So finding alternatives for printing and the influences
around it were important in choosing where on the matrices to place the subject. The use of significant and insignificant let us weigh how valuable that subject was to the company.
Certain and uncertain determined if it was more important to pay attention to or not. The likelihood of the event made it less worrisome.
Social Technological Economic Environmental Political
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CertainM
ore Significant
Uncertain
Les
s S
igni
fican
t
Pop-up stores
Young social media managers
Start-Ups
Renting over Owning
Urban vertical growth
Low cost food and fashion
Polarization of communities (unattainably high standards)
Integration of communities ( loss of defined culture)
ISIS World War
Analytics
Neuro ocular science
Online shopping
Solar energy
Smartphones worldwide
Agricultural technology
Medical technology
Smart everything (IoT)
E-paper
Chernobylian tech malfunction
High-risk Investments
Higher insurance costs
Increased cost of living
Another recession
Bitcoin
Earlier retirement
B-Corps, non-profs, and charities
World currency pilot program
3rd world enterprise
World economic destabilization
Overcrowding
Floating trash pile
Floating, raised, and underground parks
Blizzards
Loss of paper trees
Loss of shark fin soup (overfishing) Invasive species
World wide natural disaster
Privatization with lowered regulations Donald Trump (YES!)
South China Sea
Nepotism
Civilians as journalists
The Middle East
Campaign finance reform
Inheritance taxes
Iran, N. Korea and/or Russia nuclear threat
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Political Technology
Social
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Primary Driving Forces Cause and Effect
This is where the process got to be more tricky. We would look at our most valuable subjects in the Uncertain and More Significant quadrant. We took the top two (Donald Trump (YES!), ISIS World War)and then researched how these combinations would effect one another and our companies.
For Condé Nast, political and social were their two main driving causes and effects for investment, which makes sense as it is a media empire.
With the prospect of an extreme president for the United States, and many international governments distrusting of our government,
politics will become a concept of high contention.
Social: This contention for the US government will cause many unlikely communities to ban together to confront the US government, completely changing world social structure all together.
Technological: The use of online marketing campaigns, and grassroots gatherings help to drive the social frenzy. Petitions are sent out via protest websites and media outlets get smalltown voices out to the world.
Cause Political:
Effect
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Polarization of communities (unattainably high standards)
Integration of communities ( loss of defined culture)
ISIS World War
Smartphones worldwide
Chernobylian tech malfunction
High-risk Investments
World economic destabilization
Loss of paper trees
World wide natural disaster
Donald Trump (YES!)
South China Sea
The Middle East
Iran, N. Korea and/or Russia nuclear threat
SocialP
olit
ical
Hakuna Matata
Calm Before the Storm
InfernoAin’t No Sunshine
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Scenario Logic Diagram - 5 years
This plot made it easy to for us to set up our scenarios and see which direction they would most likely go in.
Hakuna Matata, Calm Before the Storm, Ain’t No Sunchine, and Inferno were meant to say “hey, if you’re not prepared for this, you’re done. GET PREPARED!”
Condé Nast needed to prepare themselves for the political ramifications of Donald Trump as president and all the social backlash that would follow. For a media firm, this is gold. It could go either way, but Condé Nast needed it to go their way, so they had to prepare.
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Plot Diagram - 5 years
Trump makes an illegal statement for the US
government.
Condé Nast pulls some strings to get
interviews with both Trump and Kristalina Georgieva.
They also tape the interview and show it on their site,
getting millions of hits from people.
With his outrageous statements and
excessive drive to regulate international relations, UN
government countries begin to repress negotiations with
the US.
The United States ushers in Donald Trump as President and the world begins to cry.
Instead of selling the interview, they see that it is a lucrative opportunity for them and begin steps to create the Condé Nast network.
Setup
Rising Action
Turning Point
Falling Action
Conclusion
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Plot Diagram - Metaphorical
Conclusion
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ScenarioTime!
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January 20th, 2017 - Donald Trump is officially sworn into office. The majority of back woods inbred country crap and all of Florida is extremely excited. The rest of the world is by no means excited, feeling that the US has inducted an intolerant “Hitler-esc” president. There are riots both stateside and worldwide. Americans who don’t support him, appeal for an implementation of a no confidence amendment. But that takes
time and people want him out immediately. About three months into his term,
Trump declares that the US will ban trade with Muslim nations. This infuriates his friends, world leaders, the US congress, and most of all, the World Trade Organization, as he does not have the authority to make such statements. The US government puts an
impeachment process into action. They don’t want to deal with more
5 Year Narrative
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of his over zealous statements. And the United Nations addresses fears of International Justice retaliation. If this statement forces countries to retract their trade agreements with the United States, larger than usual terrorist attacks have potential to occur on a daily occasion, along with millions of people losing all forms of livelihood. President Trump’s damage
prevention team place him on White House lock down, refusing
to let him communicate with the press so to not dig himself a deeper hole. His team shops around for the perfect place to clarify his statements. They turn to longtime friend SI Newhouse who convinced him to tell his story about his wealth and personal life back in 1987. His team felt this would be a better fit since the “liberal media” would be biased and make him look bad. Word gets out that he has chosen
to be interviewed and other media
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outlets begin to state that they feel the Secretary General of the UN be involved. Condé Nast sets up another interview to follow with Kristalina Georgieva. President Trump refuses to let it be a conversation with her. He insists on simply clearing up his statements. Condé Nast asks New Yorker
Political Writer, Robin Wright, to interview them both, deciding to post the live feed on the Condé Nast website. They also sell the
interview to be recorded by other news sources, but are not allowed to advertise it. This gives them a huge advantage in the media industry. The interviews go wonderfully.
Trump acts defensively by the questions and just manages to lodge his foot in his mouth one more time. Kristalina Georgieva brings concerns of Trump’s statements out and reads quotes from letters written to the United Nations about how people feel of his future in the
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White House. Many of them state that they feel his comments have spurred hate, diminishing diversity, and promoting fear of not just trade with Americans but also travel to the United States. Because these issues have been
so representative to many of the subjects reported on by Condé Nast’s many publications, they choose to assess the process of creating a whole TV network based on all of the magazines. TV shows
would be based around traveling, political satire, pure politics, technology, societal gossip, and home life. All shows will coincide with their respective magazine websites and apps will be produced to help individuals shop for the products they are seeing on TV and on the sites. They also create a partnership with Hulu that allows people who have ditched cable for streaming tv to be able to catch the shows on more than just the
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website. Many of their shows also adapted the “pop-up video” mantra to help people learn small trivial facts on the products along with help them learn where they can purchase products or get “quick tips” to make projects go faster. Condé Nast’s new network
supplies thousands of new jobs, and opens freelance opportunities to people who want to make a voice for themselves. The feedback from the traveling interest piece
blog/vlogs suggests that expanding their network to their international magazine versions. These creative opportunities help to reestablish Condé Nast as the leader in publishing and media.
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Implications
• Prepares for backlash from the interview.
• Possible low ratings for it being on the internet.
• Sales skyrocket as in-depth and behind the scenes articles discuss what led up to Trump making terrible comments.
• Condé Nast name becomes more popular than Vogue, the world gets curious.
• The UN finds an ally in Condé Nast publishing.
• People request more news from Condé Nast than they have in the past.
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TEN YEARS
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For looking at the ten year scenario, the challenge of premonition became greater. There was an idea that things could be severely different or only slightly different. It meant looking back at previous cycles to see possible how that subject might effect our companies. Technology was also a very obvious aspect from steep that had a direct connection to all the other STEEP subjects.
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10 year STEEP and Driving Forces
The ten year STEEP was technology driven. It was obvious that most of the Social, Economic, Environment, and Political issues were all directly associated with Technology.
Condé Nast’s most prevalent concerns were based around economics and the environment.
SocialHer - responsive AIAdvertising methodsOver population = scarcity of goodsHyper connectivity
Technological3D PrinterDrone deliveryAugmented realityBiomedical technology
Economic World CapitaismBlockchain - personal banking system, bitcoin
wallet
EnvironmentalBiodegradable packagingUnderwater parks and hotelsSolar energy
PoliticalDemocratic Peace TheoryChina
Social Technological Economic Environmental Political
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CertainM
ore Significant
Uncertain
Les
s S
igni
fican
t
Her - responsive AI
3D Printer
World Capitalism
Underwater parks and hotels
China
Democratic Peace Theory
Advertising methods Over population = scarcity of goods
Hyper connectivity
Drone delivery
Augmented reality
Biomedical technology Blockchain - personal banking system. bitcoin wallet
Solar energy
Biodegradable packaging
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Environmental
EconomicSocial
Technological
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Primary Driving Forces Cause and Effect
Once it was determined that environmental and economic issues were the driving forces to the ten year scenario, the causes and effects were assessed and determined that international expansion in a new platform
would be beneficial to the company. It also determined that the best financial form of expansion should be under cryptocurrency for it’s flexibility.
As money is become more and more digital, corporations can more easily bank without currency exchanges, meaning more money stays in house. On top of that, banks are cut
out as middle men, saving more money, time, and legal issues.
Social: This economic change will effect our social behaviors as we insist on a “time is money” lifestyle.
Technological: The need to make fast financial exchanges, will make transactions for corporations through cell phones.
Environmental: These remote transactions will also allow more people to travel to remote areas few have been able to get to.
Cause Economic:
Effect
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Over population = scarcity of goods
Blockchain - personal banking system.
EconomicE
nvir
onm
enta
l
Hakuna Matata
Calm Before the Storm
InfernoAin’t No Sunshine
Underwater Parks and hotels Hyper
connectivity
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Scenario Logic Diagram - 10 years
For Condé Nast, Blockchain would be an excellent investment opportunity. It allows users to make trades and financial transfers over the internet. Since it is a transparent program, the transaction is immediately
approved. It allows the company to limit their taxes along with minimize paperwork and sign offs.
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Plot Diagram - 10 years
Setup
Rising Action
Turning Point
Falling Action
Conclusion
An opportunity to purchase a digital
shopping site based in Nigeria arises and the company is only willing to take bitcoin.. Condé Nast
purchases it.
Condé Nast believes those who are
extremely wealthy will play the role of early adaptors and advocate for digital
currencies. They invest in an account for business
transactions.
A story about Andreessen Horowitz introduces Vanity
Fair and Wired to the value of online currencies.
Because the company is
in another country, the online cell phone transition lets the seller determine the price with no taxes or fees. It is early in the exchange, so
trade regulations don’t exist yet
This simple exchange gave Condé Nast an advantage
and a foothold into the African economy and market
place.
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Plot Diagram - Metaphorical
Conclusion
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ScenarioTime!
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December 15th, 2015 - The Securities and Exchange Commission has allowed stocks to be traded online openly over Blockchain’s Bitcoin platform. Companies now have the ability to trade stocks without a trader. This means they do not have to pay a middleman. It also means the companies have the freedom to look out for their own interest and not be bet against by other entities. WIRED magazine chooses
to keep an eye on this system after the platform backer of Blockchain, Andreessen Horowitz, speaks with them on the value of online currencies. Besides Bitcoin, hundreds of new currencies have landed on the internet, and various online trading sites have also grown. They’re getting more and more popular and easier to access. These platforms made Overstock.
com and IBM pave the way for companies to manage their own
10 Year Narrative
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investments and portfolios along with helping the public understand better what their own stocks mean. This open market and positive feedback in corporate investments has reinforced faith in purchasing stocks. Because more people are investing, this means there is more free flowing cash in the global economy. More companies begin to listen to
the choices of investments by the people and most large corporations
choose to purchase smaller companies and help clean them up. This popular trend leads companies to lower their desire to use outside trading organizations and hedge funds and invest in more refined in-house financial advisors.Condé Nast decides to jump on
the in-house financial investment bandwagon and uses them to search for worthwhile investments. The growing middle class and
shrinking rural lifestyle have made
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companies decide to move many of their production plants to African countries. “American made” has become more expensive but still cheaper than “made in China.” Fashion companies and natural goods industries are popping up everywhere. MINT countries are highly desirable for growth and Nigeria has skyrocketed after it surpassed its BRICS counterpart South Africa as most lucrative country in Africa. It’s population,
global power, and OPEC status has it backed by the UN’s military in fighting Boko Harum and providing as many jobs as possible. Condé Nast learns about a start-up
for online modern ethnic fashion and art. They feel it would be an excellent investment as a partner to their Style.com network. The only stipulation to this investment is that it be made in Bitcoin. To help Nigeria improve it’s financial stability, it has built up a banking
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system, making crypto currencies their future. Condé Nast is surprised, but does not see this as a problem; more of an opportunity to steamroll online currencies into the new norm of trade, corporate spending, and online shopping.They choose to go through
with the purchase, but because M-Pesa, hyper-connectivity, social media, and online banking has built up the tech environment in Africa, Nation Media Group has
also contemplated purchasing the company. Their desire to move into fashion and lifestyle has made this a perfect starter investment. The two companies begin a bidding war. To better their chances, Condé Nast chooses to give a down payment. They have a leg up in the competition due to already having invested in online currencies. NMG has yet to invest in the currency and is trying hard to transfer money over a banking system
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planted in London. For Condé Nast, they don’t have
to worry about a 24 hour hold on their payment, a sign off by an accountant, and a tax on their investment. The investor simply presses go on the online exchange database. On top of the simple investment
exchange, those who follow Bitcoin exchanges become intrigued with the large purchase and begin to look into what it is all about. Traffic
is driven to the start-up’s site and people begin to poke around. A site that was meager potatoes in Africa has just boosted itself onto the global market in seconds. It has just provided a new aspect of the Condé Nast name. For those searching for new design materials and styles that make them look like an individual, this shopping site was a cheap, simple, no-brainer purchase.
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Implications
• Establish an in-house investment department.
• Understand the logistics and legality of Bitcoin transactions.
• Create campaigns to globalize Nigerian goods.
• Bid low and quick to squash competition.
• Create a scope for security agains Boko Harum and consider areas of expansion.
• Learn the needs and cultures of trade of those in the city.
• Build online trading databases for the consumers and the company.
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TWENTY YEARS
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Twenty Years down the road, we can only guess what the world will be like. But we can improve the accuracy of our guesses with the analysis of our companies and their needs. The trends and speed of those trends could easily see us traveling to mars for vacations, maybe not ready for living, but so far the chances look plausible.
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20 year STEEP and Driving Forces
The twenty year STEEP took Condé Nast out of its niche of print and deeper into the digital realm of media. The opportunities
associated with cyborg technology has both
potential to help and hurt Condé Nast.
SocialRussia, Canada, and Alaska controlling world food productionsAutomation and a rise in the low-income
communityLoss of printed material
TechnologicalVacations in space Robots for everyone Human-computer hybrids
Economic Loss of cash Africa as a major corporate manufacturing
investment Bitcoin competitorsOil loses its value
EnvironmentalBiologically destructive viruses and bacteria from
climate change Loss of New York City, Los Angeles, Miami, and New
Orleans
PoliticalA stronger world government The spread of democracy in the Middle East
Social Technological Economic Environmental Political
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CertainM
ore Significant
Uncertain
Les
s S
igni
fican
t
Vacations in space
Loss of cash
A stronger world government
Human-computer hybrids
Africa as a majorcorporate manufacturing investment
Biologically destructiveviruses and bacteriafrom climate change
Russia, Canada, and Alaska controlling world food productions
Automation and a rise in thelow-income community
Bitcoin competitors
Oil loses its valueThe spread of democracy in the Middle East
Loss of New York City, Los Angeles, Miami, and New Orleans
Loss of printed material
Robots for everyone
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Political
EconomicSocial
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Primary Driving Forces Cause and Effect
Condé Nast will be confronted with upping their technological ante. Online material will become a major priority for their readers and they will have to find some way to make the process of finding the user’s wants
much faster. Neurological technology will integrate computers and people, and Condé Nast will have to answer.
As less magazines are printed and they become more interactive through the internet, people begin to demand a new form of tangibility.
Technological: More integration of humans and computers will make a push for an “I want it now!” mentality.
Political: Because this tangibility is so easy to access, governments will have to re-assess their laws and regulations to fit the needs of their people.
Cause Social:
Effect
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SocialT
echn
olog
icalHakuna
MatataCalm Before the Storm
InfernoAin’t No Sunshine
Human-computer
hybrids
Automation and a rise in thelow-income community
The spread of democracy in the Middle East
Loss of printed material
Robots for everyone
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Scenario Logic Diagram - 20 years
Creating a scenario twenty years into the future means Condé Nast will start out on one foot and end on a completely different one. All the STEEPs have a habit of coinciding. They roll into change of subject
often. Over twenty years, technology will advance, hopefully for the better, but most likely, for a few who will take advantage and make it worse.
Human-computer
hybrids
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Plot Diagram - 20 years
Setup
Rising Action Falling Action
Conclusion
Condé Nast’s joint venture with Hearst, PubWorx,
has done a good job of streamlining the publications
system.
Condé Nast suffers a class action lawsuit along with other companies using
refined information technology to deliver luxury pret-a-porter
items.
Gradually, print subscriptions rise
and distribution expands. This larger audience has brought more people to
the website along with the production of apps
for each and all magazines
This consistent purchasing has put
highly vital information of individuals on
the market causing concern of information being used
improperly.
Advancements in technology has given
readers the ability to try on product virtually, storing
curated data.
Turning Point
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Plot Diagram - Metaphorical
Conclusion
68
ScenarioTime!
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Recently, Condé Nast and Hearst produced a joint venture, PubWorx, to help with the streamlining of the production and distribution process. It is meant to help make sure all the printed materials gets to the right place at the right time. They will also offer up opportunities for other magazines and publications to be a part of the company and improve their distribution and printing department. These centralized goals will help lower the cost of
production all around meaning subscription prices have potential to fall along with shelf prices. As their system improves and
more outside magazines choose to use PubWorx, sales prices drop and the public returns to purchase more magazines. Condé Nast has a wider audience than ever before, especially a younger crew who loves to look at the pictures and then go to the site to find out where they can buy that ottoman or that Hu Jin
20 Year Narrative
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Tang wrap around coat. Computer human integration
technology is no longer moving at a snails pace where amputees receive mind controlled limbs or blind people receive computer implants to correct sight. Now, the technology is developed overnight. Mini computer hard drives are placed inside the skin of the shoulder blade. These let people connect to the internet wirelessly through their thoughts.
They can now think things and use augmented reality to see them on their cell phones or in their homes. Over all, the security is tight on
these implants and people feel safe about using them. They get bored at work and make their way to William-Sonoma and purchase that set of butcher knives they want to use for tomorrow night’s dinner party. They are able to mentally visualize the place settings and the use of the knife and poof it’s on
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the screen of their mini-tablet or hologram wristband. The same is now possible with
Condé Nast’s online shopping portal. Through Architectural Digest, people can imagine their own living rooms with the celebrity furniture displayed on the pages. They can decide if they like it and order it instantly from the manufacturer. Sadly, the ability to confiscate
cell phones from high school students has not been a winning
battle and many 17 year olds are sitting in math class and study hall trying on prom dresses they found in Glamour and W magazine. Oh children and their lack of responsibility! They frivolously place orders and put social security numbers in everywhere. They add multiple credit card numbers and mailing addresses to large databases. Their goal is to simply get that dress, avoid the crowded store at all cost, and be guaranteed that the
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dress they mentally tried on fits them perfectly and is exactly what they wanted. And guess what?...It is!Even though it is now 2035, cyber
security is still a very grey area and hard to manage. Condé Nast loves their audience and wants to make them happy. Based on the customer’s purchases, they are offered up suggestions to other things they might like. This is done through a third party company that Condé Nast has hired.
This third party has a hacker break into their system and sells vital information about individual’s personal thoughts that get mixed into the data of the purchase. Condé Nast has become a major
player in a class action lawsuit that they never imagined they could possibly be in. They simply wanted to create the best all around virtual mental shopping experience possible and someone took advantage of that.
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Now they have to combat the problem and prevent further breech of data and thoughts. Their ability to plan for such catastrophes is what has made Condé Nast the publishing powerhouse it has continued to be.
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Implications
• An excellent legal team.
• An investment in online security.
• Online infrastructure for virtual and augmented delivery systems.
• A well manicured vertical integration program between print, web, and virtual.
• A contingency plan for middle class shoppers.
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Sum
mar
y
77
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Learning Insights
I think this was my favorite course I have taken here so far. It’s the first where we got to choose our subject matter, which made me have a bit more of an appreciation for learning about the future of a
business. I also had a personal attachment to Condé Nast and where
I had taken it off the table as a place of employment, I am now
interested in putting it back on.
On top of that, after the Lenovo class, Apple recently hired some
biomedical engineers to work on medical wearables for diabetes and
blood pressure. This is what I suggested as an investment for Lenovo,
so I am excited to see if the things I have suggested for Condé Nast
end up occurring in the future.
I have heard that corporate foresight is an extremely valuable talent
in an employee, and if I can use these tools to help a company grow, I
would be excited to do so..
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Bibliography
Condé Nast Website:http://creativity.condenast.com/ - every assignmenthttp://trendwatching.com/ - every assignment
Barr, J. (2016, February 10). Hearst and Condé Nast Joint Venture Seeks More Publishers to Join. http://adage.com/article/media/pubworx-hearst-cond-nast-open-business/302622/
Bilton, R. (2015, May 17). Digital drives culture change at Condé Nast - Digiday. http://digiday.com/publishers/conde-nast-president-bob-sauerberg-culture-change/
Mochari, I. (2015, October 01). MIT’s Innovation Dean on 3 Big Predictions for the Future of Technology. http://www.inc.com/ilan-mochari/3-big-predictions-for-future-of-technology.html
Morthanos, J. (2016, March 04). The Irony of the Hearst-Condé Nast Joint Venture. http://www.pubexec.com/post/irony-hearst-conde-nast-joint-venture-seeking-smaller-publishers-clients/
Rachman, G. (2015, September 21). Sweetness of Mint economies still entices - FT.com. http://www.ft.com/cms/s/0/8f3926bc-3141-11e5-91ac-a5e17d9b4cff.html
Satell, G. (2013, March 12). 5 Trends That Will Drive The Future Of Technology. http://www.forbes.com/sites/gregsat-ell/2013/03/12/5-trends-that-will-drive-the-future-of-technology/
Wright, C. (2014, January 6). After The BRICS Are The MINTs, But Can You Make Any Money From Them? http://www.forbes.com/sites/chriswright/2014/01/06/after-the-brics-the-mints-catchy-acronym-but-can-you-make-any-money-from-it/
Vend - Point of sale you’ll love to use. (n.d.). https://www.vendhq.com/university/retail-trends-and-predictions-2015
The Virtual World: The Future of Human-Computer Integration. (2011, July 19). https://verticalcitylimits.wordpress.com/2011/07/19/the-virtual-world-the-future-of-human-computer-integration/
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Eva Dunn DMGT 783 - Design Futures: Trends,
Forsight and Intuition Winter 2016
Professor Tom Hardy
