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3
SIGHT GEIST ••
Real life cases dominate this issue of
Second Sight. From small, sympathetic cases like One
Globe Kids (that gathers and publishes children stories
from all over the world) to appealing success stories such
as that of Groupon. Groupon is a company that renewed
the model of the less successful Letsbuyit.com and within
no time became the fastest growing company in the
world. From the experimental 3D clothing design of Iris
van Herpen to the carefully planned introduction of 'The
New World of Work' by Microsoft. From sustainability
initiatives (the meat substitutes of the vegetarian
butcher, the fight against waste following the method of
Goodmorning Technology) to the high tech applications
like Layar, Spotify and The Factory of the Future.
In other words, in this issue many entrepreneurs will
present who took the road from trend to trend implemen-
tation. In order to get a full picture of their experiences
with implementing trends, bureau Ruigrok | NetPanel has
been commissioned by Second Sight to do research on
this topic. This shows that the rise of Facebook, LinkedIn,
Twitter and other social media is the most important
trend. And that the businesses respond to this, mostly by
adjusting their services and products, or carrying
through with changes to their external communications.
To what extent can all trend implementations be placed
under one denominator? Are they different for example
than the trend implementations from say five years ago?
In other words, do we see a certain 'trend in trend
implementations'? These questions are dealt with by
Reinier Evers, expert par excellence, who with his
company Spingwise.com collects and inventories recent
development inplementations. In the interview with Evers
various trends in trend implementations come up for
discussion. The most important trend: the rise of
online-concepts.
In short, the rise of social media is the trend of the
moment and trend implementation is often an
online concept. It is not too bold a statement to say that
this will continue for the time being. Because, as shown
in the interview with Evers, more and more innovations
are coming from emerging economies. Next to that
international cooperation between entrepreneurial
providers are also growing strongly. And how as a
company can you better serve your clients all over the
world and work together than through social media?
foR companies that have not implemented
this tRend yet: just join!
JUSTJOIN
In this issue we present many practical examples of businesses and their trend implementations.
JAN BLETZ
Editor in Chief
Writer - Journalist
ANDREA WIEGMAN
Editor in Chief
Network Enabler
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4
CONTENTS ••
THE FUTURE OF YOUR BRAND 10
FREE YOUR MINDSET 36
'MUcH OF MY wORk cAME ABOUT DUE TO BOREDOM' 110
Cover Image: kozumel
flickr.com/photos/kozumel/
SIGHT THINGS 126 cOLOPHON 130
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5
OPEN! •• SANNY ZUIDERVELD
ONE GLOBE kIDS 6
INSIGHT •• HILDE ROOTHART (TRENDSLATOR)
THE FUTURE OF YOUR BRAND 10
INTERVIEW •• REINIER EVERS (SPRINGWISE.COM)
'IT'S NOT THAT DIFFIcULT TO IMPLEMENT A TREND' (SIMPLE) 16
RESEARCH •• SANNE KEMPERS & CECILIA KEUCHENIUS
TREND IMPLEMENTATIONS, ABOVE ALL A MATTER OF FEELING 22
PORTRAIT •• LARS THOMSEN (GOODMORNING TECHNOLOGY)
BATTLING wASTE BY DESIGN 26
KNOWLEDGE BANK •• ERIK JAN BOLSIUS (RABOBANK)
cOOP: IMPLEMENTING TOGETHER 30
TREND IMPLEMENTATION •• CHRISTINE BOLAND
FREE YOUR MINDSET 36
TREND IMPLEMENTATION •• ANDREIA ROCHA
ENGAGE,SYNTHESIZE, REDUcE, SAVE 42
INTERVIEW •• FARID TABARKI
cONFUSING cITIZEN/cONSUMERS 46
VIEW •• GUIDO VAN DE WIEL AND EDWIN DE BREE
ORGANISATION 3.0: UNMANAGE 50
TREND IMPLEMENTATION •• RONALD VAN DEN HOFF
THE FUTURE ORGANISATION NOw 56
INTERVIEW •• LARS VEUL (GROUPON)
GROUPON IS NOT JUST A DIScOUNTER 60
FUTURE SIGHT•• EVERT JAN VAN HASSELT (DOLFIJN ADVIES)
THE NEXT GENERATION BANk (2) 62
TREND IMPLEMENTATION •• BLOEI
FAVOURITE TREND IMPLEMENTATIONS 68
TREND IMPLEMENTATION •• MAARTEN VEERMAN (WITTEVEEN+BOS)
THE FAcTORY OF THE FUTURE 72
TREND IMPLEMENTATION •• TRENDSACTIVE
TRENDS ARE USELESS UNLESS... 76
TREND IMPLEMENTATION •• SECOND SIGHT
FAVOURITE TREND IMPLEMENTATIONS 82
VIEW••TRUUS DOKTER
FROM HEDONISM TO HeDONe 84
FUTURE SIGHT•• KWELA SABINE HERMANNS
PEOPLE OF THE DATA AGE 86
FUTURE SIGHT•• JORIS HOLTUS /JAMES VEENHOF
BEYOND THE SwAN 92
INTERVIEW •• MARJA RUIGROK (RUIGROK | NETPANEL)
PARTIcIPATION IS THE FUTURE OF RESEARcH 96
TREND IMPLEMENTATION •• ERIK VOS (GOTANIDEA.NL)
FAVOURITE TREND IMPLEMENTATIONS 100
FUTURE SIGHT•• MAURITS KREIJVELD (STT)
REDESIGNING GOVERNMENT 104
TREND IMPLEMENTATION •• BOB VAN LEEUWEN (INTERPOLIS)
PLATFORM FOR SAFER NEIGHBOURHOOD 106
INTERVIEW •• IRIS VAN HERPEN)
BORED DRESS 110
VIEW •• JASPAR ROOS & THOMAS VERHAGEN
THE ART OF FAILING BRILLIANTLY 114
TREND IMPLEMENTATION •• MARYAN BROUWER (SCHIPHOL
GREEN OASIS AT ScHIPHOL 118
INTERVIEW •• SASKIA NIJS (MICROSOFT)
wORkING AT A NEw wORLD OF wORk 122
TREND IMPLEMENTATION •• MARLIES DE GOOIJER (BVH)
FAVOURITE TREND IMPLEMENTATIONS 124
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4
CONTENTS ••
THE FUTURE OF YOUR BRAND 10
FREE YOUR MINDSET 36
'MUcH OF MY wORk cAME ABOUT DUE TO BOREDOM' 110
Cover Image: kozumel
flickr.com/photos/kozumel/
SIGHT THINGS 126 cOLOPHON 130
212042_JOIN.indd 4 06-06-11 13:58
14
I WOULDN'T EVER WANT TO DO
ANYTHING TRADITIONAL
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15
Photoxpress
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I WOULDN'T EVER WANT TO DO
ANYTHING TRADITIONAL
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15
Photoxpress
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the idea behind spRingwise is veRy simple.
It is a site that keeps track, since 2002, of new products
and services just brought to the market. More than three
thousand business ideas can currently be found on the
site. What they have in common is that they have been
actually executed – mostly via starting companies – that
they are aimed at consumers and that they could
potentially be successful worldwide. The goal is to offer ‘a
dose of inspiration to other entrepreneurs and aspiring
entrepreneurs’ says founder Reinier Evers. “And
eventually they can copy an idea that they like in their
own country or decide to start working together with the
company that initiated the idea.” The daily and weekly
news letters from Springwise.com reach 150,000
subscribers, the site itself has 20,000 visitors per day.
The income from the free entry site is mainly generated
by advertisements, but there are ambitious expansion
plans. Evers is thinking for example of events, LinkedIn-
style network activities, syndication of content of the site
(which is not completely new for Springwise as they have
organized in the past a section for EasyJet’s inflight
magazine), connect investors with new business and
maybe even supply private equity to start-up companies
via Springwise Ventures. “We would probably take a small
interest in those companies. I don t understand why
venture capitalists often wants a majority holding. In
these days of online entrepreneurship it is hard to justify:
as an investor it doesn't take a lot to help an entrepre-
neur. It is much easier than before – and that is why the
percentage can be lowered.” An unconventional view?
Perhaps, but not surprising: “I also wouldn’t ever want to
do anything traditional”, states Evers.
Springwise works worldwide with approximately 10.000
‘spotters’, acting as the ‘eyes and ears’ of Springwise.
SIMPLE
REINIER EVERS is primarily known as the founder of Trendwatching.com,
a site that keeps track of all kinds of consumer trends. But he is also involved in the development of the ‘sister’ site Springwise.
IMPLEMENTING TRENDS CANNOT BE OUTSOURCED
If you don’t master it as company you really have a problem.
‘IT’S NOT THAT DIFFICULT TO IMPLEMENT A TREND’
INTERVIEW •• REINIER EVERS (SPRINGWISE.COM)
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17
They deliver all kinds of ‘cases’ in exchange for manage-
ment books, i-Phones and other gadgets. The editors of
Springwise draft these cases and classify them by
country, market segment and date. The role of spotters
has changed in the last years, says Evers. “Eight years
ago blogs where nowhere to be found, and not every new
business had its own site. We received mainly first hand
observations through our spotters. Now everyone tweets
and blogs and pretty much every business has a website
in English. Our spotters increasingly supply us with cases
found directly on internet. A spotter of ours in Uruguay
can for example follow a tweet from somebody in Turkey
and detect a nice business concept in Istanbul.”
'Scoops'Also the site itself is subject to change. The database has
become more important due to the influx of ideas and in
the near future the site will be adjusted to allow easier
access to the database. Scoops also will get more
important, expects Evers. “On the internet it is of course
very easy to take over each other’s information. It is
difficult to distinguish yourself as a site. But if you’re the
first to bring out the information, peoples curiosity will
be stimulated and that triggers them hopefully to keep
visiting your website.” We might also include interviews
with founders of businesses online, perhaps accompanied
with videos, and we will create more national editions of
the site and newsletters. Whereas everything on
Springwise is in English, in the near future we will come
out with editions in Chinese and German.”
Next to that Springwise is probably going to publish
success stories on the site. “Something that we should
have had done years ago” , says Evers. “It is of course a
perfect free service to provide. We constantly get emails
from companies that found an idea on our site and have
started their company based on it. I meet people all over
the world who are using ideas from our site whether they
are in need of them or have to give a presentation. Some
companies consider themselves almost as victims of our
success: we get mails from businesses with the request to
take them off the site, because they can’ t handle the
attraction.” He adds to this: “If your ideas are brilliant,
you are being forced by a site such as Springwise to i
nternationalize, if you weren’t already doing that.”
Springwise encourages the current Schumpeterian
‘creative destruction’ in which new, international oriented
companies take the lead over companies that are unable
to perform on the international market. I applaud this:
the consumer will only benefit from this in the end.”
The Spot CanonNonetheless the fact that the trend implementations –
and that is how you can call the businesses on Springwise
– differ strongly from each other, it is very clear that
online innovations dominate the last years. “That makes
sense, because it is easy to start something online. In the
beginning of Springwise we were worried now and again
that good business ideas would dry up. Within the year,
however, we were afraid that we couldn’t keep track of all
the innovations. Now we don’t even strive for complete-
ness: if we wanted, we could, for example, put 30 new
apps on the site every day. We are not going to do that,
we want to present an attractive and inspiring selection.
Our quality standards remain high: the products and
services have to be completely unique, have to have real
global potential and if possible, be interesting for various
sectors.”
Beside the rise of online concepts, Evers notices that
more and more innovations come from the rising
economies. “Take Brazil, many new household articles
come from that country. Just recently we added a
Brazilian business to the site that offers a ‘spot canon’ for
everybody that buys a washing machine. Very often
Brazilian products are designed very nice and
sustainable.”
A third ‘trend in trend implementations’ is international
cooperation between suppliers. A 21 year old Korean boy,
a 21 year old Chinese boy en a 21 year old Mexican being
at a distance from each other were able to produce a
very nice utility product: you will see more of that kind of
collaboration in the near future.”
BECAUSE OF US THE WORLD IS GETTING SMALLER AND CLEARER
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16
the idea behind spRingwise is veRy simple.
It is a site that keeps track, since 2002, of new products
and services just brought to the market. More than three
thousand business ideas can currently be found on the
site. What they have in common is that they have been
actually executed – mostly via starting companies – that
they are aimed at consumers and that they could
potentially be successful worldwide. The goal is to offer ‘a
dose of inspiration to other entrepreneurs and aspiring
entrepreneurs’ says founder Reinier Evers. “And
eventually they can copy an idea that they like in their
own country or decide to start working together with the
company that initiated the idea.” The daily and weekly
news letters from Springwise.com reach 150,000
subscribers, the site itself has 20,000 visitors per day.
The income from the free entry site is mainly generated
by advertisements, but there are ambitious expansion
plans. Evers is thinking for example of events, LinkedIn-
style network activities, syndication of content of the site
(which is not completely new for Springwise as they have
organized in the past a section for EasyJet’s inflight
magazine), connect investors with new business and
maybe even supply private equity to start-up companies
via Springwise Ventures. “We would probably take a small
interest in those companies. I don t understand why
venture capitalists often wants a majority holding. In
these days of online entrepreneurship it is hard to justify:
as an investor it doesn't take a lot to help an entrepre-
neur. It is much easier than before – and that is why the
percentage can be lowered.” An unconventional view?
Perhaps, but not surprising: “I also wouldn’t ever want to
do anything traditional”, states Evers.
Springwise works worldwide with approximately 10.000
‘spotters’, acting as the ‘eyes and ears’ of Springwise.
SIMPLE
REINIER EVERS is primarily known as the founder of Trendwatching.com,
a site that keeps track of all kinds of consumer trends. But he is also involved in the development of the ‘sister’ site Springwise.
IMPLEMENTING TRENDS CANNOT BE OUTSOURCED
If you don’t master it as company you really have a problem.
‘IT’S NOT THAT DIFFICULT TO IMPLEMENT A TREND’
INTERVIEW •• REINIER EVERS (SPRINGWISE.COM)
212042_JOIN.indd 16 06-06-11 13:58
18
Self help
Springwise itself is also a trend implementation. Evers
– now in his role of founder of Trendwatching.com – sums
up a couple of trends on which Springwise is anticipating.
“Crowd sourcing”, for starters. We were one of the fi rst
who made use of this. The upcoming trend of citizen
journalism, of course we anticipate on that. The new way
of working - we are using it gratefully: for some of our
spotters the work they do is almost like a job, but they
have no contract and they are in no way using our offi ce.
Giving away free information obviously also fi ts in a trend
that has come about over the last years. Especially in the
trend world until not so long ago it was unthinkable that
you would give away information. Faith Popcorn didn’t
give anything away. Well, maybe a book to those who
attended one of their sessions, for which the organizer
had paid a 100.000 dollar to them. We are also part of
the globalization wave off the last years: our information
comes from the furthest corners of the world and are
being spread out over globe. Because of us the world is
getting smaller and clearer.
Differently formulated: Springwise promotes trend
implementations by offering information and inspiration,
under the banner of ‘lead by good example’. Evers won’t
go further. We were once in touch with a company that
wanted to hire us to spot all the trends and to set up an
internal unit to implement trends. We wouldn’t go there.
You cannot outsource everything, certainly not trend
implementations. Look at companies that are success-
fully anticipating on trends, from the big companies like
Apple to the small ones like the ones that you fi nd in the
Springwise database.
They think deeply about how consumers change. It’s an
obsession for them to see how they can serve their
clients better. We can give the information to them that
support that. But for the rest, they really have do it
themselves. By the way, it’s not that diffi cult to imple-
ment trends. How did all these businesses get into the
database of Springwise? If they can, then other compa-
nies should be able too. If your company does not control
itself, you really have a problem!”
TExT: Jan Bletz
“If businesses have diffi culty implementing trends – and that is what you do see with many large businesses –then that is mainly because the top does not have an eye for the develop-ments in the world outside the walls of their
business.
THAT IS A REAL PITY, BUT
I cANNOT DO ANYTHING
MORE THAN TO POINT OUT TO
THE TOP PEOPLE THE TRENDS AND INNOVATIONS
I HAVE NO IDEA HOw I cAN
cHANGE THE MENTALITY OF
A RIGID 56 YEAR OLD
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19
ReinieR eveRs
Trend analyst and consultant www.springwise.com
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18
Self help
Springwise itself is also a trend implementation. Evers
– now in his role of founder of Trendwatching.com – sums
up a couple of trends on which Springwise is anticipating.
“Crowd sourcing”, for starters. We were one of the fi rst
who made use of this. The upcoming trend of citizen
journalism, of course we anticipate on that. The new way
of working - we are using it gratefully: for some of our
spotters the work they do is almost like a job, but they
have no contract and they are in no way using our offi ce.
Giving away free information obviously also fi ts in a trend
that has come about over the last years. Especially in the
trend world until not so long ago it was unthinkable that
you would give away information. Faith Popcorn didn’t
give anything away. Well, maybe a book to those who
attended one of their sessions, for which the organizer
had paid a 100.000 dollar to them. We are also part of
the globalization wave off the last years: our information
comes from the furthest corners of the world and are
being spread out over globe. Because of us the world is
getting smaller and clearer.
Differently formulated: Springwise promotes trend
implementations by offering information and inspiration,
under the banner of ‘lead by good example’. Evers won’t
go further. We were once in touch with a company that
wanted to hire us to spot all the trends and to set up an
internal unit to implement trends. We wouldn’t go there.
You cannot outsource everything, certainly not trend
implementations. Look at companies that are success-
fully anticipating on trends, from the big companies like
Apple to the small ones like the ones that you fi nd in the
Springwise database.
They think deeply about how consumers change. It’s an
obsession for them to see how they can serve their
clients better. We can give the information to them that
support that. But for the rest, they really have do it
themselves. By the way, it’s not that diffi cult to imple-
ment trends. How did all these businesses get into the
database of Springwise? If they can, then other compa-
nies should be able too. If your company does not control
itself, you really have a problem!”
TExT: Jan Bletz
“If businesses have diffi culty implementing trends – and that is what you do see with many large businesses –then that is mainly because the top does not have an eye for the develop-ments in the world outside the walls of their
business.
THAT IS A REAL PITY, BUT
I cANNOT DO ANYTHING
MORE THAN TO POINT OUT TO
THE TOP PEOPLE THE TRENDS AND INNOVATIONS
I HAVE NO IDEA HOw I cAN
cHANGE THE MENTALITY OF
A RIGID 56 YEAR OLD
212042_JOIN.indd 18 06-06-11 13:58
20
FAVOURITE TREND IMPLEMENTATIONS FROM SPRINGWISE.COM
On request from Second Sight, Springwisepresent their favourite trend implementations
Selected from: Top 20 business ideas & opportunities for 2011www.springwise.com/businessideas2011
Vegetarian butcher De Vegetarische Slager (the vegetarian butcher), a store
in The Hague that's dedicated to meat substitutes in the
same way a butcher is dedicated to meat. The company's
main innovation is its own line of lupin-based, protein-
rich products, developed by a Dutch team of scientists
and chefs.
www.devegetarischeslager.nl
3 fl uid ouncesEver since transportation authorities placed rigorous
limits on the amount of liquids allowed on fl ights,
travellers have had to fi gure out how to both pack their
favourite toiletries and comply with those regulations.
Helping consumers avoid bag-check charges or confi sca-
tion of their non-compliant toiletries and cosmetics, New
York-based 3fl oz is an online boutique that sells beauty
and grooming products in TSA-approved sizes only. 3fl oz
offers a range of luxury skin and hair care products for
men and women, all in travel-friendly sizes of 3 fl uid
ounces (100 ml) or less. 3fl oz is also marketing itself as a
sample site, catering to consumers who want to try out
high-end beauty products without committing to pricey
full-sized versions.
www.3fl oz.com
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20
FAVOURITE TREND IMPLEMENTATIONS FROM SPRINGWISE.COM
On request from Second Sight, Springwisepresent their favourite trend implementations
Selected from: Top 20 business ideas & opportunities for 2011www.springwise.com/businessideas2011
Vegetarian butcher De Vegetarische Slager (the vegetarian butcher), a store
in The Hague that's dedicated to meat substitutes in the
same way a butcher is dedicated to meat. The company's
main innovation is its own line of lupin-based, protein-
rich products, developed by a Dutch team of scientists
and chefs.
www.devegetarischeslager.nl
3 fl uid ouncesEver since transportation authorities placed rigorous
limits on the amount of liquids allowed on fl ights,
travellers have had to fi gure out how to both pack their
favourite toiletries and comply with those regulations.
Helping consumers avoid bag-check charges or confi sca-
tion of their non-compliant toiletries and cosmetics, New
York-based 3fl oz is an online boutique that sells beauty
and grooming products in TSA-approved sizes only. 3fl oz
offers a range of luxury skin and hair care products for
men and women, all in travel-friendly sizes of 3 fl uid
ounces (100 ml) or less. 3fl oz is also marketing itself as a
sample site, catering to consumers who want to try out
high-end beauty products without committing to pricey
full-sized versions.
www.3fl oz.com
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21
Electric bikes as loaner vehiclesShowing smart thinking from a major brand, and tapping
into the desires of eco-conscious consumers, Fiat now
offers Spanish owners of its Fiat 500 an electric bike
option while their car is in the shop. The service is
available in various cities in Spain through a partnership
with bicycle maker Trek. There's no charge for borrowing
the electric bikes, which have a 70 km range and
recharge during braking as well as through plug-in power.
www.fi at.es
Mobile garage makes cars greenerColorado-based Green Garage specializes in 'green-tun-
ing' cars to run cleaner, greener and cheaper through
sustainable, energy-saving automotive maintenance and
repair products. The full-service company begins by
bringing the garage to the customer's front door with a
valet service whereby it picks up the car, green-tunes it
and then drops it off again. Given where the automotive
industry began on the sustainability spectrum, it seems
safe to say there's plenty of room for improvement, and
that's just what we're beginning to see.
www.greengarage.com
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TRanSF
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34
TRanSF
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SFoRmeR
flickr.com/photos/kozumel/ by: kozumel
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36
TREND IMPLEMENTATION •• CHRISTINE BOLAND
Free your
mindsetIt is always interesting to look at how a trend can be translated
and then implemented – in fact this is become increasingly more interesting than just determining the exact nature of trend.
THe minDSeT moDel is a tool for a proper interpretation and implementation.
'THe TRenD' iS like a PoTaTo
These times call for a different approach to trends and a
different way of looking their implementation. We live in
a complex, multi-dimensional and multi-medial world,
which is developing at an unprecedented rate. Humanity
as a whole, and thus the consumer, is making big steps,
albeit at different speeds. Today's consumer is extremely
assertive, knowledgeable, accustomed to transparency
and increasingly influential in the creation of the final
product. The consumer has become a CO-sumer. All
CO-words are currently topical: co-creation, cooperation,
connected creativity, collective purchasing (Groupon),
communities around brands, products or services. There
is also an increasing need, in addition to all the connec-
tions and connectedness, to be individual and stand out
in the crowd.
Additionally, at a given moment a consumer can have
different profiles, or even different identities. Especially
young people switch quite easily between identities,
depending on their purpose and time, and whether they
are online or offline. In other words, the consumer
cannot be caught in concepts, target groups or concept
groups or other frames.
212042_JOIN.indd 36 06-06-11 14:00
36
TREND IMPLEMENTATION •• CHRISTINE BOLAND
Free your
mindsetIt is always interesting to look at how a trend can be translated
and then implemented – in fact this is become increasingly more interesting than just determining the exact nature of trend.
THe minDSeT moDel is a tool for a proper interpretation and implementation.
'THe TRenD' iS like a PoTaTo
These times call for a different approach to trends and a
different way of looking their implementation. We live in
a complex, multi-dimensional and multi-medial world,
which is developing at an unprecedented rate. Humanity
as a whole, and thus the consumer, is making big steps,
albeit at different speeds. Today's consumer is extremely
assertive, knowledgeable, accustomed to transparency
and increasingly influential in the creation of the final
product. The consumer has become a CO-sumer. All
CO-words are currently topical: co-creation, cooperation,
connected creativity, collective purchasing (Groupon),
communities around brands, products or services. There
is also an increasing need, in addition to all the connec-
tions and connectedness, to be individual and stand out
in the crowd.
Additionally, at a given moment a consumer can have
different profiles, or even different identities. Especially
young people switch quite easily between identities,
depending on their purpose and time, and whether they
are online or offline. In other words, the consumer
cannot be caught in concepts, target groups or concept
groups or other frames.
212042_JOIN.indd 36 06-06-11 14:00
37
AlchemyAnother reason why we should look at trends and trend
implementation in a different way is the fact that a new
design language has been created since the beginning of
the 21st century.
That design language is best described as modern
alchemy. In medieval times, alchemists threw 'everything'
together in the hope that the mixture would turn into
gold. Nowadays the process is not that different. In their
desire for innovation and surprise designers combine
different influences, eras and techniques to create new
products. Companies work together to create new
formulas. It began in the early 2000s with the (then
revolutionary development) of the Senseo and the
Beertender and it has since become a widespread
phenomenon.
In the sciences new partnerships have emerged as well;
the pharmaceutical industry works together with the
food sector in order to anticipate the growing overlap
between the two disciplines. Food is acquiring a medical
(proactive) function and medication can occasionally
almost be seen as food. And why shouldn't Shell work
with Greenpeace to create a solution for en vironmental
problems, or Albert Heijn with the Dutch Railways to
create a format for a mobile supermarket? In fashion and
design as well, the real innovation comes from the mixing
and / or combining of influences, periods, cultures. Again
the language is that of modern alchemy.
Empty conceptAnother argument in favour of a re-examination of trends
is that nowadays many different trends and attitudes can
coexist simultaneously, and a trend can even manifest
itself in different ways. Simply identifying and defining a
trend does not automatically provide enough information
to translate to a successful business model.
Indeed, the phenomenon 'trend' is becoming an empty
concept. It is much more interesting to examine the
motives behind the trends and anticipate upon corre-
sponding product developments and designs.
If one trend has many different forms, and the consumer
fulfils many roles, it becomes much more interesting to
see how a trend is translated and implemented than to
merely state what that trend exactly is. What kind of
interpretation is necessary? Or, to speak in food terms,
what recipe should be followed? Take a potato as a
metaphor for 'a trend', and the possible preparations
could be: cooking, baking, mashing, au gratin, frying,
stewing, chips, potato croquette, French fries and so on.
Four mindsetsThe Mindset Model shows these various forms of
preparation. The Mindset Model is a tool that enables you
to clearly define the style of your organization or brand
to implement a language that everyone speaks.
In the mindsEt modEl, the mindsets are forms of
interpretation. It is based on four archetypal forms of
interpretation: Still, Nostalgic, Playful and Extreme.
• mindsEt still stands for pure, clear, minimalist,
balanced and stripped of all unnecessary details, and
has a high 'design' feeling.
• mindsEt nostalgic represents values as affirma-
tive, recognizable, familiar, obvious, safe, and usually
has a classic, traditional feeling.
• mindsEt playful is unconventional, touching,
funny, happy and is all about playing with proportions
in shape, colour and design. Playful appeals to your
'inner smile'.
• mindsEt ExtrEmE examines boundaries, is
experimental, exaggerated, provocative, confronta-
tional and often deals with new volumes and unusual
materials, shapes and patterns. There is something
rebellious about it.
As a brand or organization, one or more mindsets will
agree with you. If you can determine which Mindsets fit
best, and in which mutual relation, you will be able to
define the style formula of a brand or company. A style is
composed of one or more mindsets in a fixed mutual
relation that make your brand or company unique. That's
your DNA. Having and maintaining a consistent and
coherent style is essential in this time frame and an
essential precondition for survival.
THe conSumeR HaS become a co-SumeR
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Bol.com second handBol.com www.bol.com provides the consumer with the
opportunity to start their own bookstore and it’s so
perfect that it is accessible for anyone to join. On top of
this, the system makes it possible to donate a part of
your revenue to good causes, Rooms to read, that
provides children in developing countries with school
education and libraries.
THe TRenDS THaT aRe imPlemenTeD HeRe aRe:• Consumer to consumer market • A Growing second hand circuit; unique or cheaper items • Do good: to implement charity.
Seats2meetSeats2meet www.seets2meet.nl. Seats2meet offers a
non and offl ine space for people to meet each other,
co-create values, exchange expertise and create ideas, to
innovate and inspire, to be inspired and most importantly,
a place to work together an empower each other. In
offi ces at strategic locations in the country people can
meet each other, make use of the facilities and enjoy
unbelievably good lunches. Everything is free on the
condition that it is an open source attitude, meaning that
everyone can look over your shoulder to listen and watch.
If this doesn’t appeal to you then you can rent an offi ce
space, this being the way they make their money.
THe TRenDS THaT aRe imPlemenTeD HeRe aRe:• Anticipating the growing trend of independent professionals in the labour market • Free facilities in order to a create a better performance for the individual • The need to meet, network and exchange • Flexiwork
FavouRiTe TRenD imPlemenTaTionS FRom cHRiSTine bolanD
On request from Second Sight, Trend Analyst, Christine Boland, presents her three favourite trend implementations
212042_JOIN.indd 39 06-06-11 14:00
38
Robust and consistentYou can determine what the style formula of your brand
or company is by using Mind Sets. If there is consensus
about the style formula, your organization or brand
possesses a well-defi ned key tool for further decisions
and expressions.
Well-defi ned – whether you are dealing with a chosen
style, the tone of voice of your advertisements, the
products you buy and sell, your stand at an exhibition,
the interior design of a store, personnel, the staff outfi ts
or any other corporate identity phenomenon. And so, as
a brand or organization, you can convey a strong identity,
which is necessary to be found by consumers. A powerful
and consistent personality turns customers into friends
and fans.
Once the style defi nition into Mindsets has been made, it
becomes an absolute, cast iron concept. Mindsets do not
change, trends, however, do. Trends come and go and
vary in strength, but you should stay with the same style
defi nition in order to be consistent. You will have to stay
true to your identity, and represent the Mind Sets in the
same proportions you originally chose. In whatever
industry you're in – whether it is in fashion or in a
gardening centre, a magazine, media, cosmetics or food,
consistency is important to survive in these raging times.
christinE Boland
Trend analyst and consultant www.christineboland.nl
www.mindsets.nu
SukhaSukha www.sukha-amsterdam.nl is a concept store
where you will fi nd fashion, interiors, accessories, books,
workshops and travel all brought together under one
roof. All the products are used, vintage or produced in a
responsible way with respect for the workforce from the
country of origin. In addition to the products under their
own label, Sukha also sells well known and lesser known
products along with handmade and unique products.
The staff come from the community of freelancers,
some also making products in the store. In addition to
Sukha being a lifestyle store it is also a resting place in
the midst of the busy city, you can sit and relax, read a
book while drinking a cup of coffee or tea.
THe TRenDS imPlemenTeD HeRe aRe: • Unique and one of a kind products • Fair trade, honest and authentic products • Connecting and engaging • Relaxation and quietness • Curate consumption • A retail concept where we live with all our senses and sharing together is the main theme.
212042_JOIN.indd 38 06-06-11 14:00
39
Bol.com second handBol.com www.bol.com provides the consumer with the
opportunity to start their own bookstore and it’s so
perfect that it is accessible for anyone to join. On top of
this, the system makes it possible to donate a part of
your revenue to good causes, Rooms to read, that
provides children in developing countries with school
education and libraries.
THe TRenDS THaT aRe imPlemenTeD HeRe aRe:• Consumer to consumer market • A Growing second hand circuit; unique or cheaper items • Do good: to implement charity.
Seats2meetSeats2meet www.seets2meet.nl. Seats2meet offers a
non and offl ine space for people to meet each other,
co-create values, exchange expertise and create ideas, to
innovate and inspire, to be inspired and most importantly,
a place to work together an empower each other. In
offi ces at strategic locations in the country people can
meet each other, make use of the facilities and enjoy
unbelievably good lunches. Everything is free on the
condition that it is an open source attitude, meaning that
everyone can look over your shoulder to listen and watch.
If this doesn’t appeal to you then you can rent an offi ce
space, this being the way they make their money.
THe TRenDS THaT aRe imPlemenTeD HeRe aRe:• Anticipating the growing trend of independent professionals in the labour market • Free facilities in order to a create a better performance for the individual • The need to meet, network and exchange • Flexiwork
FavouRiTe TRenD imPlemenTaTionS FRom cHRiSTine bolanD
On request from Second Sight, Trend Analyst, Christine Boland, presents her three favourite trend implementations
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work inDEPEnDEnt froM tiME anD location
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work inDEPEnDEnt froM tiME anD location
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world worK
INTERVIEW •• SASKIA NIJS (MICROSOFT)
of
working at a nEw
it callS for a nEw tyPE of lEaDErShiPIt used to be that you went to an offIce, a
company or InstItute because your place of work
was there. Often there was no way around it, especially if
it concerned physical labour that simply had to be
performed in or around the factory. These were the days
that hierarchic, rigid and institutionalized systems
prevailed with very formal relationships and bureaucratic
principles.
Today, for a large part, independent networks and
partnerships dominate, in which individuals play a
prominent and decisive role. Companies and other
organizations form these flexible co-operations. And
within these same companies the 'The New World of
Work' is emerging: increasingly, people work where they
want and when they want, thereby blurring the dividing
lines between work and private life.
"To me, ‘The New World of Work’ is a godsend", says
Saskia Nijs, responsible for business to business
marketing communication in her capacity as Marketing
Communications Lead at Microsoft Netherlands. "It
enables myself and my colleagues to create a better
balance between work and private life. That’s not only
‘The New World of Work’ is a godsend to me, says SaSkia nijS, responsible for business to business marketing communication in
her capacity as Marketing Communications Lead at Microsoft Netherlands. Many other companies see its advantages as well.
Still, they struggle with introducing work independent from time and location.
212042_JOIN.indd 122 06-06-11 14:03
123
good for us, but also for the company: people are more
productive and happier. The New World of Work also
leads to cutting costs as a rule, because less office space
is required. Besides that, in order to attract the best and
the brightest, a company has to take pains to become an
attractive employer by paying attention to the work-life
balance.”
Expert through experience Together with several partners, Microsoft Netherlands,
advises companies about their options to adopt The New
World of Work. The company is an expert through
experience ever since it put The New World of Work into
practice for itself in its Schiphol offices in 2007. The
principal points of focus according to Microsoft? "We
look at three things: the technology required, the
physical space aspects and the human factors."
Technology speaks for itself; because of the innovations
in cellular technology and the internet, working at
different times and in different places, is more often
possible. The line between physical and virtual presence
is gradually disappearing. But it takes more than a
high-speed internet hook-up, a smart phone and clever
software to be able to, at certain times, work for your
company whilst not actually at your company.
Letting goIdeally the office is geared to The New World of Work as
well. Sometimes, the office is smaller than the old one,
where all employees were present all day. It has a
different character, moreover. The office becomes more
of a meeting-place, where you like to be, rather than a
place where your attendance is simply expected. It really
is like that at our office; an open-spaced, friendly
environment where people can meet each other, with
secluded spaces for doing work that requires concentra-
tion. Much less time is wasted than before; you go to the
office when you want to be there and you do what is
needed in the space best suited for that specific task."
And the human factors? They constitute the principal
challenge for companies wishing to implement The New
World of Work. "It calls for a new type of leadership. From
the point of view of a manager it is mostly about offering
trust and space, be it with a clear understanding of the
results expected from the employees. A lot of managers
have trouble letting go, accustomed as they are to
keeping track of the hours spent by someone on site –
under their scrutiny, easily monitored. For employees this
clear understanding takes some getting used to as well,
being assessed on the grounds of results can be regarded
as too task-oriented, especially in the beginning. Even
though it's obviously the fairest way of judging, because
after all, regardless of where or when someone works
–isn't it the quality of the work that really matters?"
This relaxed type of management isn't suited for
everyone, it turns out; many can't shake off the urge to
control things. "A country like the Netherlands is
somewhat of a pioneer in The New World of Work; thanks
to a less pronounced hierarchy within companies, it
comes to us more naturally. For countries used to a more
hierarchic management style it is much more difficult to
change course. In Italy, for instance, it isn't really coming
off the ground yet. And no matter how efficient the
technology that companies might acquire and no matter
how many state-of-the-art office buildings they might
erect; if the boss fails to deal with a nine-to-five
mentality, The New World of Work is bound to fail as well.
tEXt: Jan Bletz
sasKIa nIJs
is responsible for business to business marketing communication in her capacity as Marketing Communications Lead at Microsoft Netherlands
thE officE BEcoMES MorE of a MEEting-PlacE, whErE you likE to BE, rathEr than a PlacE
whErE your attEnDancE iS SiMPly EXPEctED
Phot
o: K
arlij
n K
lave
r
212042_JOIN.indd 123 06-06-11 14:03
122
world worK
INTERVIEW •• SASKIA NIJS (MICROSOFT)
of
working at a nEw
it callS for a nEw tyPE of lEaDErShiPIt used to be that you went to an offIce, a
company or InstItute because your place of work
was there. Often there was no way around it, especially if
it concerned physical labour that simply had to be
performed in or around the factory. These were the days
that hierarchic, rigid and institutionalized systems
prevailed with very formal relationships and bureaucratic
principles.
Today, for a large part, independent networks and
partnerships dominate, in which individuals play a
prominent and decisive role. Companies and other
organizations form these flexible co-operations. And
within these same companies the 'The New World of
Work' is emerging: increasingly, people work where they
want and when they want, thereby blurring the dividing
lines between work and private life.
"To me, ‘The New World of Work’ is a godsend", says
Saskia Nijs, responsible for business to business
marketing communication in her capacity as Marketing
Communications Lead at Microsoft Netherlands. "It
enables myself and my colleagues to create a better
balance between work and private life. That’s not only
‘The New World of Work’ is a godsend to me, says SaSkia nijS, responsible for business to business marketing communication in
her capacity as Marketing Communications Lead at Microsoft Netherlands. Many other companies see its advantages as well.
Still, they struggle with introducing work independent from time and location.
212042_JOIN.indd 122 06-06-11 14:03
123
good for us, but also for the company: people are more
productive and happier. The New World of Work also
leads to cutting costs as a rule, because less office space
is required. Besides that, in order to attract the best and
the brightest, a company has to take pains to become an
attractive employer by paying attention to the work-life
balance.”
Expert through experience Together with several partners, Microsoft Netherlands,
advises companies about their options to adopt The New
World of Work. The company is an expert through
experience ever since it put The New World of Work into
practice for itself in its Schiphol offices in 2007. The
principal points of focus according to Microsoft? "We
look at three things: the technology required, the
physical space aspects and the human factors."
Technology speaks for itself; because of the innovations
in cellular technology and the internet, working at
different times and in different places, is more often
possible. The line between physical and virtual presence
is gradually disappearing. But it takes more than a
high-speed internet hook-up, a smart phone and clever
software to be able to, at certain times, work for your
company whilst not actually at your company.
Letting goIdeally the office is geared to The New World of Work as
well. Sometimes, the office is smaller than the old one,
where all employees were present all day. It has a
different character, moreover. The office becomes more
of a meeting-place, where you like to be, rather than a
place where your attendance is simply expected. It really
is like that at our office; an open-spaced, friendly
environment where people can meet each other, with
secluded spaces for doing work that requires concentra-
tion. Much less time is wasted than before; you go to the
office when you want to be there and you do what is
needed in the space best suited for that specific task."
And the human factors? They constitute the principal
challenge for companies wishing to implement The New
World of Work. "It calls for a new type of leadership. From
the point of view of a manager it is mostly about offering
trust and space, be it with a clear understanding of the
results expected from the employees. A lot of managers
have trouble letting go, accustomed as they are to
keeping track of the hours spent by someone on site –
under their scrutiny, easily monitored. For employees this
clear understanding takes some getting used to as well,
being assessed on the grounds of results can be regarded
as too task-oriented, especially in the beginning. Even
though it's obviously the fairest way of judging, because
after all, regardless of where or when someone works
–isn't it the quality of the work that really matters?"
This relaxed type of management isn't suited for
everyone, it turns out; many can't shake off the urge to
control things. "A country like the Netherlands is
somewhat of a pioneer in The New World of Work; thanks
to a less pronounced hierarchy within companies, it
comes to us more naturally. For countries used to a more
hierarchic management style it is much more difficult to
change course. In Italy, for instance, it isn't really coming
off the ground yet. And no matter how efficient the
technology that companies might acquire and no matter
how many state-of-the-art office buildings they might
erect; if the boss fails to deal with a nine-to-five
mentality, The New World of Work is bound to fail as well.
tEXt: Jan Bletz
sasKIa nIJs
is responsible for business to business marketing communication in her capacity as Marketing Communications Lead at Microsoft Netherlands
thE officE BEcoMES MorE of a MEEting-PlacE, whErE you likE to BE, rathEr than a PlacE
whErE your attEnDancE iS SiMPly EXPEctED
Phot
o: K
arlij
n K
lave
r
212042_JOIN.indd 123 06-06-11 14:03
130
Publishers/editors in chiefandrea wIegman
&Jan bletz
Project managerKrIstel Veerman
With contributions by chrIstIne boland
erIK Jan bolsIus
edwIn de bree
maryan brouwer
truus doKter
Kees elands
marlIes de gooIJer
eVert Jan Van hasselt
Kwela sabIne hermanns
ronald Van den hoff
sanne Kempers
cecIlIa KeuchenIus
KarlIJn KlaVer
pernIlle KoK-Jensen
maurIts KreIJVeld
bob Van leeuwen
andreIa rocha
Jaspar roos
hIlde roothart
geertJe Veenbergen
thomas Verhagen
erIK Vos
guIdo Van de wIel
sanny zuIderVeld
Translationmay bletz
nancy Koleda
Concept, Design & Image EditingbarlocK-serendIpIty
Jesse sKolnIK, marc Van boKhoVen,
paula eKlund
sales
T +31 (0)20 470 74 44
prIntIng
De Swart, The Hague
Isbn 978 94 91131 04 2
prIcIng
Single copies of Second Sight are €25 (incl.VAT).
Annual subscription: €150/350 (with database) or €75 (PDF)/€280 (PDF and database) or €250 (database only). Full memberships are €750 or €450 (trend professionals only). Students: 50% reduction. Unless otherwise stated, these rates include postage costs but exclude [email protected] Sight is published four times a year.
To subscribe and for enquiries about subscriptions:AbonnementenlandPO Box 201910 AA Uitgeest, The NetherlandsT +31 (0)900-ABOLAND or +31 (0)900 226 52 63Ten euro cents per minuteFax +31 (0)251 31 04 05Website: www.aboland.nl for subscriptions, orders, changes of address and cancellations
cancellIng a subscrIptIon:
We must be informed of any cancellations eight weeks in advance of the end of the subscription period in question. Rates may be subject to change.
contact
SECSI MediaPostbus 14840 1001 LH, Amsterdam The NetherlandsT +31 (0)6 121 34 789
SEcSi MEDia publications are subject to the terms of the Creative Commons Attribution-Share Alike 3.0 Netherlands License. This means that you may partly copy, re-use or distribute the work, provided that
you mention both the article’s source and its author. We would also greatly appreciate it if you could communicate any usage to the editors by emailing them at
SEcSi MEDia 2011©
COLOPHON •• SECONDSIGHT JUNE 2011
212042_JOIN.indd 130 06-06-11 14:03
130
Publishers/editors in chiefandrea wIegman
&Jan bletz
Project managerKrIstel Veerman
With contributions by chrIstIne boland
erIK Jan bolsIus
edwIn de bree
maryan brouwer
truus doKter
Kees elands
marlIes de gooIJer
eVert Jan Van hasselt
Kwela sabIne hermanns
ronald Van den hoff
sanne Kempers
cecIlIa KeuchenIus
KarlIJn KlaVer
pernIlle KoK-Jensen
maurIts KreIJVeld
bob Van leeuwen
andreIa rocha
Jaspar roos
hIlde roothart
geertJe Veenbergen
thomas Verhagen
erIK Vos
guIdo Van de wIel
sanny zuIderVeld
Translationmay bletz
nancy Koleda
Concept, Design & Image EditingbarlocK-serendIpIty
Jesse sKolnIK, marc Van boKhoVen,
paula eKlund
sales
T +31 (0)20 470 74 44
prIntIng
De Swart, The Hague
Isbn 978 94 91131 04 2
prIcIng
Single copies of Second Sight are €25 (incl.VAT).
Annual subscription: €150/350 (with database) or €75 (PDF)/€280 (PDF and database) or €250 (database only). Full memberships are €750 or €450 (trend professionals only). Students: 50% reduction. Unless otherwise stated, these rates include postage costs but exclude [email protected] Sight is published four times a year.
To subscribe and for enquiries about subscriptions:AbonnementenlandPO Box 201910 AA Uitgeest, The NetherlandsT +31 (0)900-ABOLAND or +31 (0)900 226 52 63Ten euro cents per minuteFax +31 (0)251 31 04 05Website: www.aboland.nl for subscriptions, orders, changes of address and cancellations
cancellIng a subscrIptIon:
We must be informed of any cancellations eight weeks in advance of the end of the subscription period in question. Rates may be subject to change.
contact
SECSI MediaPostbus 14840 1001 LH, Amsterdam The NetherlandsT +31 (0)6 121 34 789
SEcSi MEDia publications are subject to the terms of the Creative Commons Attribution-Share Alike 3.0 Netherlands License. This means that you may partly copy, re-use or distribute the work, provided that
you mention both the article’s source and its author. We would also greatly appreciate it if you could communicate any usage to the editors by emailing them at
SEcSi MEDia 2011©
COLOPHON •• SECONDSIGHT JUNE 2011
212042_JOIN.indd 130 06-06-11 14:03
