We have a hypothesis that mobility is deeply linked to our desire to control our human connectedness. We explored the continuum of want and need for human connectedness as well as the continuum of moving and not moving. All of this is nested in the relationship between time and mobility. First we tested our assumptions about individual’s understanding of the concepts of time, mobility, moving, and human connectedness. As we asked these questions, we began to see patterns and opportunities for further exploration and iteration.
From our research we found key insights that our senses (Sight, Hearing, Taste, Smell, & Touch) can be a barrier to human connectedness. We often judge someone on how they look, behave, talk, sound, or even smell before ever connecting with them. Through our research and interviews we also found that a barrier to our senses could promote an increase human connectedness. We interviewed a woman named Shannon who has a disability called Prosopagnosia – commonly called face blindness, where she cannot recognize faces – the face of her child, spouse, even herself in photos. She compensates for her face blindness by keeping a detailed catalog in her mind of other physical and personality traits, forming a more connected and in-depth relationship with people. This sparked an interesting thought - limiting one of the senses might in-fact improve certain aspects of human connectedness.
What if dimensions of the impact human connectedness could be altered and measured within an equation? Could we then take our interview finding out into the world? We defined our formula, which simply states: By adding or subtracting dimensions of an experience, you can change human connectedness. E[+/-D]= ∆HC. By using this formula, we created HC3, a boutique firm that specializes in improving your business strategy through optimizing Human Connectedness.
We provide the framework and the expertise to optimize human connectedness by modifying the dimensions of your customer’s experience.
Service Statement:
With the rise of the service economy, it’s essential to find the right balance of human connectedness to leverage your customer’s experience. We provide the framework and expertise to optimize human connectedness by modifying the dimensions of your customer’s experience.
01 Initial Touch Points
WHAT IT IS: Initial touchpoint is about raising awareness of our brand.
TACTIC: Example - call for volunteer to experience the cube head thing.
STRATEGY: Since we are a completely new firm with a new framework, we need to attract and engage with people.
02 Subtle Experiment
WHAT IT IS: Subtle experiment is about getting people to experience the value of Human Connectedness.
TACTIC: an example is our “Make a Connection” dispenser box - call for a volunteer.
STRATEGY: These interactions will attract people to our social media campaigns and website where we offer our conference and workshops.
We will place these in public places and businesses, this could be one of several subtle experiments.
03 Immersive Learning
WHAT IT IS: To encourage the adoption and distribution of our framework.
TACTIC: an example is our Scenario Cube - that has the 6 dimensions of experiences on each side.
STRATEGY: Hands on learning and understanding of how to modify dimensions of experiences through games, scenarios, and other tactics supplied by us.
Now we’re moving into the Consulting model where we are working one on one with our clients to work through the process of our framework. For each of these steps I will outline the strategy and tactic, and give an example we’ve thought through with a potential client.
04: Immersive Pain Point
WHAT IT IS: This is the first phase of immersive learning where we are building empathy between our clients and customers.
STRATEGY: As consultants, we will guide our clients through the essence of their customer’s pain point experiences through firsthand engagement. We will discover real pain points experienced by our client’s customers.
TACTIC: Facilitate a scenario where our clients experiences first hand the real pain points their customers are going through.
CLIENT EXAMPLE: If we were working with a retail bank, this would be an opportunity to replicate the fee-driven penalty culture many customers experience in in banking.
So now we’re moving into the Consulting model where we are working one on one with our clients to work through the process of our framework. For each of these steps I will outline the strategy and tactic, and give an example we’ve thought through with a potential client.
05: Immersive Optimism
WHAT IT IS: The second half of this phase is to give our clients the skill-set and understanding to build a positive experience for their customers.
STRATEGY: We enable our clients to experience first-person the desired core meanings of their customers.
TACTIC: Co-create an experience with our client like a shared dinner to demonstrate the meaning of community with their own customers.
CLIENT EXAMPLE: With our retail bank client we would create an experience that reinforces the meaning of Freedom - the antidote to the constraints that banking fees often create.
06: Continuation
WHAT IS IT: Now that we’ve taken our clients through the most difficult pain points and given them solutions - this final phase is all about setting up our client for long term success.
STRATEGY: Enable our clients to help themselves - in theory we don’t want to be hired for the same problem, with the same client in the future.
TACTIC: Provide a comprehensive package of strategies, learnings, and tactics that they have developed first hand while working with us.
CLIENT EXAMPLE: For the retail banking client, in the continuation phase we would provide training materials, feedback loops, and frameworks for implementation that not only enable customer-facing adoption of new strategies, but also for internal dissemination of strategies.
This phase is about long term solutions that can react to changing marketplaces, new competitors, or changing customer demographics.
LAST BOARD:
As you can see, our six phases of the framework, in theory, act as a engagement funnel to transition from open-ended discovery touchpoints to dedicated consulting clients. In reality, the relationship between the 2 phases is reinforcing - in that consulting clients come from the work we do in Discovery phases, and ideas, issues, learnings learned in our consulting relationships will feed back into growing the Discovery model, reinforce our formula, build our messaging, and gain new clients.
Conclusion:
As you can see, our six phases of the framework, in theory, act as a engagement funnel to transition from open-ended discovery touchpoints to dedicated consulting clients.
But in reality, the relationship between the 2 phases is reinforcing - in that consulting clients come from the work we do in Discovery phases, and ideas, issues, learnings learned in our consulting relationships will feed back into growing the Discovery model, reinforce our formula, build our messaging, and gain new clients.
