Behavior Space proposes that corporations do not design products or services anymore: they design behavior spaces. Facebook is not a product, not a technology, but a behavior space. Innovation is the creation of a new behaviour space. The product or service is simply the catalyst that enables a new behavior space to emerge. The size of the behaviour space footprint, represents the potential value a product or service offers; the greater the value potential, the greater the monetization potential. Alexander Manu illustrates how these new concepts are transforming design and product development so that the process changes from a static and product-centred approach to one that is entirely centred on the user and their behaviours that emerge as they interact with what they have bought. He provides a new language to describe the way in which the physical, intellectual and emotional features of products and services achieve a relationship between the user and the brand. And he explains the concept of Play Value, which underpins the attraction for customers and depends on compelling experiences that are challenging, rewarding and absorbing; that never frustrate and that encourage repeated use. Designers and brand managers seeking to understand and exploit commercially the fundamental changes in consumers that are driven by technology, experience and social interaction will find Behavior Space a wonderful place to start.

The emerging present is a fast-changing context for incumbent organizations, especially in market segments where online behavior is replacing physical proximity, and users engage with digital platforms for the acquisition of products and services. These are platforms that allow users to behave, to leave a mark, and to participate in the community of others, which are the values people now seek. Transforming Organizations for the Subscription Economy: Starting from Scratch aims to prepare executives for a world in which everything is social, augmented and autonomous; objects and spaces will have multiple purposes, capabilities and meanings. This is a new territory full of opportunity which is generally discussed only at the level of technology involved instead of the intellectual level, where the real understanding of the need for transformation resides. The book reveals ideas about what is possible if we transform the present. The narrative is organized around what is actual and what is potential; what is the probable future that we can arrive at through change, and what is the possible future that we can build through transformation. When engaging in transformation, the following strategic question develops: if you were designing your organization today, how would you design it? In other words, how would you go about it starting from scratch? This book provides the intellectual framework that empowers organizations to understand and navigate the emerging present, and to develop and deliver products and services of intrinsic value to users.

We live in a behavior economy, an environment in which people no longer engage with companies just by purchasing things, but they seek engagement with services that allow them to behave, to leave a mark, and to participate in the community of others. The economic model promoted by the behavior economy is a model where behavior is the only goal of our actions, and where intrinsic motivation is the key to participation, engagement, and the satisfaction of multiple dimensions of value. Value Creation and the Internet of Things describes value delivery and consumption, and the mechanisms by which new value is captured and created, in enterprises dedicated to competing and prospering in this new environment. This book is significant in the context of the Internet of Things becoming mainstream, forcing organizations to re-examine their value creation methodologies in light of new consumer behavior and expectations. The Internet of Things will reframe the existence of the ones enriched by it. It will do so not because it can, but because our motivation will demand it. This is a book about reframing reality for new and incumbent organizations. The reality to reframe is not an imaginary one, but the immediate reality in which one operates: the behavior economy.

A disruption occurs when human motivation embraces new technology and allows it to enhance and expand the experience of everyday life - the disruptor is the technology, while disruption is the human being engaged in a new behaviour. The acceptance and appropriation of new technologies creates a business disruption, which changes, interrupts, transitions, and eventually transforms people's habitual way of doing things. The Philosophy of Disruption provides a structural understanding of how disruption differs from regular change, presenting methods for conceptualizing beneficial responses into products, services, or experiences. Knowledge about disruption is not about knowing what happens, but how it happens. The core challenge of disruption is the essential questions we need to ask in every situation and why we need to ask them. Formulating testable principles of disruption, two critical phases are described in The Philosophy of Disruption, preparing rapid responses to disruptors: firstly, the transition phase - the immediate changes brought about by a radical new idea fundamentally altering our relationships. Secondly, the transformative change phase - using that radical new idea to establish and sustain an entirely new organization or system. Investigating and clarifying these transitions and transformations, The Philosophy of Disruption provides a framework for measuring, planning, and changing how organizations are run, offering processes for understanding and translating conceptualization into action.

We live in a behavior economy, an environment in which people no longer engage with companies just by purchasing things, but they seek engagement with services that allow them to behave, to leave a mark, and to participate in the community of others. The economic model promoted by the behavior economy is a model where behavior is the only goal of our actions, and where intrinsic motivation is the key to participation, engagement, and the satisfaction of multiple dimensions of value. Value Creation and the Internet of Things describes value delivery and consumption, and the mechanisms by which new value is captured and created, in enterprises dedicated to competing and prospering in this new environment. This book is significant in the context of the Internet of Things becoming mainstream, forcing organizations to re-examine their value creation methodologies in light of new consumer behavior and expectations. The Internet of Things will reframe the existence of the ones enriched by it. It will do so not because it can, but because our motivation will demand it. This is a book about reframing reality for new and incumbent organizations. The reality to reframe is not an imaginary one, but the immediate reality in which one operates: the behavior economy.

Disruptive Business is a provocative and insightful redefinition of innovation as an outcome of human behaviour, a dynamic in constant change requiring the shaping of new responses in business and the economy. Alexander Manu believes that organizations must treat innovation not as a process to be managed but as an outcome that changes people's lives. In Disruptive Business he explains how innovation is the moment when human behaviour is changed by a particular invention, discovery or event. This position challenges the current understanding of innovation, as well as the current ecology in which innovation operates in organizations: its management, methods, tools, language, focus and metrics. The challenge extends to some of the labels currently applied to innovation typologies, such as 'disruptive innovation', seen today as addressing purely the technological side of an invention, rather than the more complex motivational and behavioural side. Alexander Manu considers that a disruption is not manifest in the moment a new technology is introduced. The disruption is the human being and manifest only when human motivation embraces the technology and uses it to modify and improve everyday life. Our acceptance and appropriation of new technologies creates the business disruption. Manu makes the case that successful innovation outcomes are answers to conscious or subconscious goals residing in human motivation, and motivation starts in desire. This position is consistent with the history of innovations that have changed, improved and reshaped human life, and also consistent with their roots and ethos. Humans are a 'perpetually wanting animal', bound to desire, to seek media for a better self and to need innovation. In this dynamic, innovation is the constant and business is the variable. The role of business is to create the tools, objects and services through which people can manifest what they want and who they are. The book provides a new perspective of current behavioural disruptions which are relevant to the continuity of business, as well as a set of practical methodologies for business design, aimed at creating innovation outcomes of value to users.

The emerging present is a fast-changing context for incumbent organizations, especially in market segments where online behavior is replacing physical proximity, and users engage with digital platforms for the acquisition of products and services. These are platforms that allow users to behave, to leave a mark, and to participate in the community of others, which are the values people now seek. Transforming Organizations for the Subscription Economy: Starting from Scratch aims to prepare executives for a world in which everything is social, augmented and autonomous; objects and spaces will have multiple purposes, capabilities and meanings. This is a new territory full of opportunity which is generally discussed only at the level of technology involved instead of the intellectual level, where the real understanding of the need for transformation resides. The book reveals ideas about what is possible if we transform the present. The narrative is organized around what is actual and what is potential; what is the probable future that we can arrive at through change, and what is the possible future that we can build through transformation. When engaging in transformation, the following strategic question develops: if you were designing your organization today, how would you design it? In other words, how would you go about it starting from scratch? This book provides the intellectual framework that empowers organizations to understand and navigate the emerging present, and to develop and deliver products and services of intrinsic value to users.

The ability to achieve business goals by incorporating disruptive technologies as driving forces is critical to an organization's survival. This book prepares executives for the challenge of creating a culture of exploration and shaping strategic transformation in times of profound disruption. How can leaders bridge the gap between business competence and the creation of new wealth? Understanding that disruption moves society from one level of existence to the next, the author demonstrates that to be future proof, leaders must demonstrate their ability to adapt to changing dynamics with creativity and complex thinking to ensure that they learn and innovate at the same time. Showing readers how tactical agility in future proofing enables employees at all levels to innovate, and take intelligent risks whilst pursuing a clear strategy, Manu showcases how strategic agility in future proofing enables organizations as a whole to identify new trends and changes in the business environment, and empowers individuals to adapt dynamically to new realities. Recognising that companies which respond to disruptions in the early stages of amplification can convert potentially existential threats into transformative opportunities, this book shows us how good leadership, intelligent informed opinion, and rapid action in a time of change can help organizations not only to predict the future, but create it.