Oliver King, Co-founder and Director of Engine, talks on "Service Design and User Experience: Same or Different?
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Martin talks with Lafley about some of the topics discussed in Martin's book The Opposable Mind.
Chairman & CEO, The Procter & Gamble Company
Since being elected President and Chief Executive of P&G in 2000, A.G. Lafley has put the company back on track to deliver its long term goals by focusing on top brands, countries and customers, superior consumer value, and improved cost and cash management. He has set a clear vision for future growth, including the acquisition of Clairol in 2001, Well in 2003, and Gillette in 2005, the company's largest acquisition to date. P&G's stock price has more than doubled since June of 2000, which led to the company's decision to split P&G stock 2-for-1 in May, 2004. In 2006, Mr. Lafley was named CEO of the Year by Chief Executive Magazine. Prior to becoming Chief Executive, Mr. Lafley joined P&G in 1977 in Marketing; was an executive vice president for P&G Asia; and President of the company's global Beauty Care business and North American market development.
Dean, Rotman School of Management, University of Toronto
Roger Martin holds the Premier's Research Chair in Competitiveness and Productivity at the Rotman School, and is author of the book, The Opposable Mind: How Successful Leaders Win Through Integrative Thinking. It was named one of the top ten business books of 2007 by The Globe and Mail. Martin also chairs the AIC Institute for Corporate Citizenship, the Desautels Centre for Integrative Thinking, the Collaborative for Health Sector Strategy, and the Institute for Competitiveness and Prosperity. Formerly, he was a director of Monitor Company, a global strategy consultancy based in Cambridge, Massachusetts. Martin has authored numerous articles for leading business publications including Harvard Business Review, BusinessWeek, Barron's, and Fast Company.
The IIT Institute of Design Strategy Conference is an international executive forum addressing how businesses can use design to explore emerging opportunities, solve complex problems, and achieve lasting strategic advantage.
Global businesses increasingly appreciate how design and design thinking can provide them with high-level, strategic value and competitive advantage. In an intensely competitive market, with ever more diverse and demanding customers, executives are often left unsure of exactly what products, communications and services to create for what segments of the market. Design, with its ability to understand users, redefine problems and create systemic, human-centered solutions, can help companies better understand their customer's daily lives, and lead directly to valuable (and valued) offerings that are effectively tailored to their market.