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My name is Oliver. I am CEO of 1508, so I'm heading up this beautiful place with all its lovely people on a daily basis. I have a question for you guys. First, how many of you is this your first morgenbooster? Okay. Ten. 12 people maybe. So this booster is a bit different than the other ones because normally with deep dive into a certain topic, but this booster is actually a medley of the full season.

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So you could say you didn't need to attend all the other boosters. You simply got the best insights for today. But it's a bit a different one, this one. So it would be super fast paced. We have a six percenters. I just realized we only have one woman and she doesn't even work here, which is super awkward because we actually more women than we are men at 1508.

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So we will definitely change that for next time. But yeah, we will have. I'll be speaking about our 4D model. We have questions about systemic impact and transition design. We will have Tanja speaking about beyond greenwashing, we have Jonas designing lovable experiences, Daniel designing with a vibe and Mathias the future of websites in search. And I will end it off with AI because it's all over the place and we need to talk about it.

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So let me jump into this. And for the ones that doesn't know 1508 so good. We still do three different things. We do lovable brands, we do digital experiences, and we do transitions that are for organizations and societal chains. So those are the three things that we do. But we don't have time to even have this finishing off almost.

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I will jump right into it and explain a bit about our 4D model. And this is how we approach design today. So this is the different processes that we have when we get a new task or a new problem. So first jumping into experience design, this is actually what we have been doing for the past 25 years. I would say this is how we design brands and experiences and this model that we created.

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This is not something that are completely reinventing the wheel. We simply just took the best of a double diamond thing of the designer's craft and then agile ways of working. And then we put it into this model. So we always start a process with thinking and emphasizing and defining what is the problem really. Then we conceptualize stuff, we prototype it, we test it with real users.

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And when we know that there's actually value created somewhere, we will go and build the thing. So we didn't reinvent anything here. It's simply just what we have been doing for many, many years. It's a it's our deep craft. Sometimes we hear these sentences. Design thinking is that design is that, UX is that. And we actually disagree with this in many ways because it's the core foundation of everything that we do.

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But something has changed lately. And especially for the past 8 or 9, ten months, I would say the context has changed a bit. So AI a lot of insulting everyone becoming a designer inside the organizations. But the biggest part of being a designer is the ability to do critical thinking, reflect on a problem, deep dive into it, design with intention and all these skills are way more value than they ever are.

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So this calls for sticking deep to your deep craft as a designer. So it's still all about empathy. Asking why tangibility? This is the core competencies of a designer and they should be more used than ever. This is how we see it right now. So we are still very, very happy for this model. It is expected for a long time.

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We call it proof by design and this is one of our core processors. When we design then we have the next one coming up which is a business design. So at some point we realized that we couldn't only have empathy for the end user, we also needed to kind of prove that whatever we design actually has business value to it.

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So this was when we came up with the business design framework. And the business design framework actually addresses what we do always. We always look at a user situation and it could be a user journey. Then we see what is the aspiration for this user. We actually want to take the users in the end. And what we see is that if we create some good solutions, some good concepts, we could go from this existing user situation down to a user aspiration.

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So this is how we kind of execute. What we found out was that we need to anchor this into the organizations strategies that we work for. So we needed to understand what does this strategy framework that most organizations actually look like. This is a typical strategy house, but we need to see when we execute. How is this anchored into the strategy?

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And what we found out was that we could always ask why we were doing a solution. So why are we doing this solution and this concept down here? It is to meet the user in this situation, to bring them to their aspiration, but it needs to be anchored in a focus area in the strategy, and it needs to be anchored in a strategic goal. And maybe also answer why we are doing this as a company when we have this mission. But it could also be the other way around. So if we started out with the strategy and say, if we have this mission, how can we actually execute on this by doing this strategic goal in this focus area and bring this solution to the market so we could actually anchor whatever we built inside the organizations into their strategies.

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Another thing that this came with was our hypothesis framework. So we needed to prove that whatever we bring to the market actually has value. So we work with this KPI framework within our hypothesis. So when we do something we need to enhance the user experience. And with enhanced user experience we need to change the behavior of our clients, of our customers clients.

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And we need to see how this change in behavior actually brings business value brings an impact. So we can also say as a business we have this KPI. What change in behavior with our clients do we need to see and what enhanced user experience do we need to put in the hands of the users them. So this is how we work with our business design framework.

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We actually also built a tool for this that we use online, where we can input all the strategies that we get from our clients or maybe help them to build as well. And then we put in this is an example from Lego. It's actually a real strategy, but it exists. Digital excellence, sustainability and growth and cost cutting, which is most strategies out there.

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And we can unfold our strategic goals. We can go into what are the focus areas within the strategic goals of the company, and then we can unfold it in here, and then we can look at what user problems do we have inside these focus areas. Then we can show the initiatives that we have, if we are to meet the user at this stage and go down to their aspiration, we can also pick up all the documentation we have from surveys, from interviews and so forth, and put it into this tool.

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We can unfold the concept and initiatives that we are working on, and when we unfold this, there is this hypothesis layer to it where we have all the KPIs framework, the user experience, the use of behavior and the business impact that we want to create. So this is how we follow along when we do different products inside companies.

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Yes. And next up futures design. So at some point I think it was like maybe 8 or 9 years ago, we thought to ourselves, like when doing design, we're looking at a user, we're looking at it where we know you could say, but only trying to address user behaviors and not having a view of what is the societal change it's in.

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What are the economic trends? How can we actually look at this from different perspectives than simply just the user needs that we want to meet? This is why we kind of brought futures design into play. So when we combine these two things, we look at a user, but we also look at this change outside the organizational changes that are that we work with trends and signals we pick up along the way.

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Of course, as many know, the future is not a fixed destination. So this is also for us to understand that we don't use futures when we have a lot of data and evidence and level of uncertainty. We don't use it when we just do tactics, strategy or visions for companies. We are out here, so we use it when we need to look beyond ten plus years.

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So how do our concepts and how do our products actually influence the future? So what we do when we do this is that we scan for signals. We identify patterns in these signals. We try to build scenarios of the future and these crosses to see what are the trends and what are the things that we can put into a possible future scenario.

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When we have multiple scenarios, we can also create concepts that kind of visualize. What would a concept look like in the future if it lived inside this scenario. So I create of this is what we did for a pension company where we had different scenarios identified so the future could look in different ways. So what we did here was that we took some of these possible scenarios that could be something around gathering a lot of data.

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We all have maybe ever watches that get us data about ourselves and trying to optimize ourselves in a lot of different ways. If this was the future, then we needed to design a concept that met this future as a pension company. If the future were more like something that were more community based and societal, where we had a more sustainable view on the world, we did it.

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We needed to build a concept for this. So in this essence, it was simply just a pension app. But it kind of wanted to explore how a pension app of the future could look like in different scenarios. So this is what we do when we do futures thinking and when it all comes together. We can also use our futures design and our futures thinking to put it into our dynamic rope and see if, if this is the future, maybe your mission, maybe your vision, maybe your strategy should change out there.

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Yes. The last part is transition design. And the Christian will talk a lot about this. So for us, transition design addresses complex systemic challenges such as climate change, social inequality and unsustainable lifestyles by inviting and facilitating long term societal transitions toward more sustainable futures. So Carnegie Mellon University actually did this in 2015. So it's actually an old practice transition design.

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But for us, as we interpret it, it's always about what we have learned as designers. Stay with the trouble. What we know now when we have looked into systems thinking and consistent design, it's about designing with intention and also our humbleness that we can't do things alone. We need to act collectively in anything that we do. So for us, it's a kind of paradigm shift in design and a no question we'll talk a lot more about this, but our 4D model is just to sum it up.

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Everything that we do kind of influences each other. We never not just do one thing anymore and we do a experience design. We maybe look to the future. We put it into the outside system design framework. We look at the business design when we do futures, it, for instance, these things. So we combine all our practices into one.

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We design things. So dramatic. Thank you Oliver I'll pick up right where you left off because back in January I did a booster titled designing for Systemic Impact. January feels like forever go already. But what I did here was that I unfolded the framework we see here at the bottom right quadrant. That kind of explains how we, practically speaking, work with transition design through our projects.

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And yes, I have to agree with Oliver. Of course, all of our frameworks and practices are intertwined, but sometimes to explain something like this is also easier to just say, so where do we start? And when we are? When we begin to work with transition design, it's often because some kind of vision or higher purpose of the corporate formulation maybe finds its way into the conversation of the projects we are doing.

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It might be through the initial conversations we have with a new client. It might be a project kickoff where we will ask ourselves the questions so. Why are we doing this like in the long term? Like, why are we here? What are we trying to achieve? And usually when the conversation unfolds around explaining these long term visions of alternative realities that we as a company want to contribute to or want to live in, it might be in relation to create more equality, more sustainable societies, or what have you.

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We are not poor on finding formulations like this. And yes, we are also in there somewhere. All of these are actually authentic, but it's also very easy to just leave it there. It's a nice place. It's all very positive futures and alternative realities. And a few years ago, we were also to blame for just leaving it there and beyond with our project, get on with our days and our day to day lives.

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But what this framework here helps us do is actually confront ourselves with a question of why is this not the world we already live in today? Because every time we explain something like this of our grand futures, there is this kind of inherent criticism of everything we see today. But what is it that we are criticism? Do we really mean the whole world when we are talking about every child or every adult?

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For instance, do we criticize people or institutions or societal structures? What do we really mean when we're talking about these visions of the futures? Now we are beginning to look at the status quo. We are pulling the future into the present. We are trying to understand when we're talking about this vision, what does that tell us about the present?

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We're talking about the status quo through the lenses of our future vision. And what we can begin to do here through this type of analysis, is that maybe we can synthesize some kind of key variable that is represented in the future world that we are describing. It could be future generation well-being. We want to create well-being for future generations who might not be born yet.

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It's very abstract, but can we turn that into some kind of variable that we can look at in the present, in the status quo that can either go up or down? And now we're trying to understand. So what actually influences this? It's difficult to go down to the specific people and their situation. To understand this we need a more holistic perspective on this.

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So what we do now is we begin to look at the structures of society. We try to factor in all of the different institutions, the way we make lost the mental models that drive our own interpretation of the world around us. What is actually creating well-being for future generations. And we want to take this mapping approach, because what we're really looking for here is how can we actually impact something in the system today that would influence the pathway towards the vision we have of the future?

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So we are looking for the where in this mapping exercise of the status quo, and we're looking for where something needs to happen for us to achieve systemic impact, for us to achieve something that loosens up the tension of the status quo and make ways for the path towards the vision future. So we're looking for these focus areas where we believe we have some sort of influence or where we can make an impact.

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And at this point, we might be a bit biased in terms of looking at ourselves and saying, where do we have influence and letting that guide the focus areas we define here? But ideally we shouldn't ask where do we have influence? What we're really trying to ask here is what's required for the system to change. So there might be plenty of other focus areas here that the that we see needs to be influenced for the system to change that we might have or very little leverage over.

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So that's coming back to all of us point as well. Sometimes complex challenges like this can't be owned by a single entity or company or person. So in doing this analysis, we can kind of build this pathway from the status quo to the vision. So that vision might be a world where we have integrated intergenerational solidarity, but we see that the status quo of the current system is that we live in a short term growth paradigm, and all of these focus areas will now represent our theory of change.

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It's the where in the system and the what, what needs to happen, where in the system for something to change, for this pathway to move forward. So we have the where and the what, leaving us with the how. And each of these focus areas can then be unfolded as their own problem spaces and hypotheses. And now we're moving very close to home to our design practice in general.

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Now we have sort of a problem scope like in this focus area, what is specifically working against what we're trying to achieve here. If we're able to achieve that, what would that look like in the short term and in the long term? And what kind of questions do we need to answer to achieve this impact? So now things are looking very much like a standard way of problem solving.

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And we have how might we questions that open up an opportunity space. But instead of talking about specific people that we empathize with in specific situations, we are talking about how we can achieve this impact on a systemic level. But from here on out, the process is very much familiar to what we've been doing for the past 25 years.

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There's a semantic difference in that. We are talking about initiatives and solutions as interventions to sort of remind ourselves that we are doing this not just to solve something for people in a specific situation, but we are actually trying to make an impact that move this transition from the status quo towards the future forward. So we can use this framework here to remind ourselves how we are actually having an anchor in our idea about transitions, how we have an idea about the theory of change moving towards the vision that we might talk a lot about, but find it hard to actually work with through our everyday projects.

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So using this, we kind of have a launchpad for working with initiatives and solutions that not only influence people on a day to day basis, but actually have an anchor in our grander theory of things and staying on the topic of grand scheme world issues, I'll hand this over to our good friend Tanya. All right. Thank you so much.

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So. Hi. As you've probably heard by now, I am not at 1508, but I am a strategic and independent strategic advisor. And for the past seven years, I've tried to bring science into policymaking more specifically, or national and international anti-greenwashing policies, because what I found is that currently we have illiterate governance, and it's both in politics, but it's definitely also in organizations.

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And it seems to me that often, you know, or actually every time I come into an organization, there are as many different issues of sustainability as there are people in the room. And that's a quite big problem, because that just means that in terms of, you know, understanding one another, we have this tendency to like assume that we mean the same thing, but often it's very, very diverse, and it's often not very well informed in terms of the science.

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And that means that when we're talking about creating solutions for these, you know, massive issues that we are facing, we're just falling short even before we started. So I have spent the past seven years developing models for so-called sustainability literacy, combining science and policymaking in order for us to think at scale, essentially do the systemic thinking that is inherent to talking about sustainability.

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And when you look at this big bowl of grass, this is essentially for me to say that it seems to me that how we understand this place we inhabit is kind of like that. It's just one big monoculture. We're talking about a green transition, as if we just have to make it green. But essentially what we're missing is that this wonderful place that we live consists of nine planetary boundaries, and these nine planetary boundaries are transgressed, seven out of nine are transgressed.

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We're only talking about climate change at a large scale. Sometimes we also, you know, diverge into talking about biodiversity, but mostly this becomes about climate change. And by that we overlook how this system is effectively connected. These nine planetary boundaries interact with one another. And if you don't know the planetary boundaries, what you will also not know is that, for example, novel entities that's man made substances is actually also quite a big problem.

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Problem for our climate, for our biodiversity, for our oceans, you know, and for our bodies. Novel entities is all the PFAS, the plastic. It's all of that shit that's essentially also part of mapping what we're doing to the planet. And currently, when we're just focusing on one of these boundaries, we might develop solutions that end up burden shifting.

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So we might, you know, produce a little less carbon, but then all of a sudden we're doing something else that's just creating adverse impacts. And I've found working with this, that if we don't start by developing some sense of literate governance and planetary boundaries is not the whole shebang. I mean, I have six minutes up here, but there's also a justice dimension to this that is very, very essential because the transgressions that we see here are a product of sociopolitical systems that have been put in place where extractive is the modus, that is the status quo.

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So when we're talking about sustainability from a scientific point of departure, there are both weak and strong conceptualizations. And in the science you will find that compliance, you know, just complying with where the policies are at the moment. That's very weak. I mean, that has nothing to do with actually ensuring sustainability. Then there's the business centered version, which is about doing less bad.

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It's about marketing. It's commercial. Still doesn't cut it, still weak. Then sometimes we move into the intermediate where it becomes about doing more good, but is still very driven by marketing. And in this section, what you will find is that there is a belief that we're just going to create some green growth. We're going to solve everything by growing more, but essentially that's just not within.

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If you look at these, that's not really within the boundaries, right? Creating more and more that will have some sense of impact. So when we look at, you know, how sustainability is conceptualized in the science, the wonderful thing is that if we have to move into the arenas that are strong and very strong, then we have to start considering how we view economic systems.

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You know, how we view growth, we have to, you know, put the biophysical world at the center of how we organize ourselves rather than just try to, you know, fictionalize some kind of efficiency. Essentially, sustainability is about sufficiency. It's about, you know, move, you know, meeting needs within planetary boundaries. That's essentially where it goes, right. And then there's also the coevolution brand of it, which is essentially going full Pocahontas.

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We're coexisting. We're part of nature. So when we look at the science this is a high risk greenwashing zone. And that is why when businesses call themselves sustainable, that is essentially illegal. Because what is wonderful about the Danish anti washing policy is that you are not allowed to call your company or your product sustainable, and that's pretty good because as Kristian also said, a bit about this is about systemic change.

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And currently as a society, what we're dabbling in is what doesn't really do anything right when it comes to systems change. We have to think of this as, you know, a Caesar or something that can like shift or flip. And currently what we're doing is a bit of tariffs, a bit of, you know, putting a price on things.

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Or maybe we're trying to do some sort of circularity where we're trying to use materials again, but that, you know, in terms of thermodynamics, I have to tell you, there's something called entropy. And that just means at some point something cannot, you know, there's not no such thing as full circularity. So something is always, you know, made into a worse version of itself as long as we continue to utilize it for energy.

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So if we are to change something, then we have to look at the information flows. The rules of the system, for example, are policies. We have to look at the structures we live within, and we have essentially to look at the goal of the system. And as long as the goal of the system is to just grow, create a bigger GDP, just to create a bigger GDP, while telling us it will create welfare when it's proven time and time again that welfare is more about distribution than growth than we're locked in.

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And essentially all of this is also about changing our mindsets. We have to develop a paradigm, a mindset that is incoherence with living on a planet with boundaries. And then the highest order is the ability to look beyond, to look at our own biases and our own assumptions, and continue to question these hopefully also based on what the science can tell us.

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So there is no such thing as a sustainable product or company. And just to show you in the policy the Danish policy, what happened after I began filing a lot of complaints and I filed one against, for example, Zalando. And the wonderful thing that happened was that we went for a from our consumer ombudsman saying that it can be difficult to formulate sufficiently precise claims about a product and activity or a business being sustainable without misleading consumers to it, now saying it is very difficult to call a product, etc. sustainable without misleading.

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The Consumer Ombudsman therefore recommends that companies do not use sustainability statements in their marketing and if you have questions on what to say instead, don't just swap it for another buzzword. Come to me and let's talk about how to actually develop literacy and a language. So that was all for me. Thank you.

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Thank you. Tanya thank you. So the next 5 or 6 minutes will be about designing lovable experiences. I had talk about this in November. I think you can go back in our catalog of Morgenboosters and check out a full deep dive into it. But this is the six minute compressed version, so we will not go that way. But this way we will center it around this question.

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What separates a functional product from one people genuinely love? You probably have some sort of idea about this yourselves, and I could come up with a super short question or a super short answer that it's all about approach. It's all about intent. Oliver already touched upon this, but I will circle a little bit more around it also to dig into what it's not, because that's equally important as we see it.

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So heading off with this triangle of pitfalls, this is a collection of different approaches that we've met over the years. Maybe you even recognize some of the approaches, some of the attitudes yourself going into a design process. It could be that you just want something that informs that you are not into the entertaining people, that it's only about people receiving certain information and acting upon it, but thereby neglecting the human angle.

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It could also be that you just want something that works. You have deep insights. You have a design system. You know pretty much how your target groups behave, and therefore you don't really need to dive into an exploratory design phase. That would be neglecting the element of surprise. Lastly, and this is also on behalf of ourselves as designers, we just want something cool with just want to dive into this trend or technology or whatever and do something fun and all.

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But this is obviously neglecting substance. So I hope that you recognize that this is approaches. This is attitudes both on behalf of designers but also clients. So we can definitely learn something from this. But we have formulated our approach to design processes and it goes a little bit something like this. So starting off with quelle surprise, we actually need something that works.

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That's why we also base all our solutions on deep inside faces. We have UX, we have designers who are actually working with and are experts of what actually works, how what makes people tick. And so on and so forth. We need something that is functional, so to speak. But if it's purely functional, that could be ideal. If there wasn't any challenges out there or any fight about our attention, or if it was just a non evocative, just plainly telling people about this or that product or service, that could have been a great solution.

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But it's not the real world as we live in. So moving on to what we actually want as individuals, what makes us react, but also from a branding design perspective, it's a lot more focused on something that differentiates us from the next, something that surprises us, as we already talked about with not just designing for what we already know about our target audience.

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So you might know this notion of popsicle moments. It's based on a hotel in LA called Magic Castle Hotel, which is apparently I haven't been there, but apparently pretty basic. It looks kind of nice, but nothing out of the ordinary. But they have this service where you can call a popsicle hotline and for free. A couple of minutes later, a waiter comes down, white gloves and all with a free popsicle of your choice.

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And this is obviously something that comes extra, something that surprises, something that creates delight and is worth telling friends and family or whatever the world about afterwards. So this notion of doing something memorable is super important. It also touches upon our need for delightful, surprising elements in marketing, in experiences. And this has sort of been the gold standard in making digital products, making something that sticks, making something that differentiates and makes us remember this product.

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And whereas it's still true, it still rings true. It also feels sort of not enough. And this is all about the intent, all about the world that we live in. It seems that we're all striving for something else, something deeper and more profound. Good. Tanya touched upon the world that we live in, all the challenges that we're facing, and it's definitely connected to this.

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So for this reason, all our design processes will focus on creating something that is in relation to and rings true when you connect it to the surrounding world around us. It's not merely enough to be remembered or memorable, but we want to make something that combines both of the foundation, the functionality, the sense of differentiation, differentiating yourself from others, but also building a layer on top of that.

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So this is from current work we're doing for a law firm that are market leaders within the construction sector. It's not out yet, but it will come. And what we've focused on here is doing also something that refers to construction with building blocks and so on, but also encompass the story of diligence about making something that you put super much effort into.

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And also creating these, they're very much into creating new spaces for collaboration. And we want to sort of show this from the square that is ever changing and comes in different forms and all. So for us, this had to be something that is not merely beautiful or memorable, but rings true and comes very, very close to the core of this.

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This company is main narrative, so to speak. So summing up this, when we do stuff like this, this is not merely something that is a gimmick or something that we contrive because it makes them look different from other law firms. It is to somehow transcend the levels of both functionality and memorable to become something lovable.

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So hereby onto you, your friend. Hi, I'm Daniel. I work here as a senior designer and today I'm going to give you a summary of a talk I did a couple of months ago about vibe designing, specifically with the help of all the new AI tools that's out there. So yeah, let's dive into it. I think I've got a lot to show you guys, so we'll do it kind of quickly.

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When I look at my social media feeds on the AI topic, there's always like two Chandra's. It sort of falls into there's the doom take like AI is coming for all our jobs. And if you don't embrace AI, you'll be replaceable. You're expendable. And design as a craft as we know it. It's over. Anybody can do it.

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And then there's sort of the opposite to that is the savior. Take where somebody has cracked how to use AI in a new and meaningful way. There's new tools coming out every day. You just need to like their comment on LinkedIn and subscribe to their YouTube channel, and they'll send you a 47 page PDF with exactly what to do.

[00:36:36–00:37:05]
Obviously, AI changes everything every day and you get a lot of insides you from that. And then there's the AI optimization paradigm loop from hell, where everything needs to be more and faster. So I don't really hopefully buy into either of those two takes. I would like to have a more useful approach to the whole AI, and by designing and by coding, and hopefully that's something I can share with you today.

[00:37:05–00:37:25]
So the reason I work at a design agency is I can't help myself. I need to make stuff, I have ideas and stuff like that. And I think most of you are probably the same. You want to make stuff, you want to put out stuff in the world, and that's all really good. But there's always this gap, right?

[00:37:25–00:37:55]
So we have the idea it's full of energy. You have this clear vision in your head, but and it's full of potential. And then we go to where it's more tangible and you can show something to someone and contested and you can feel it and you can sort of evaluate, does this feel right? But in between we have this gap, this where approvals live and budget lives and other people that you're dependent on to make your idea happen, live politics, live all that good stuff.

[00:37:55–00:38:18]
And that is also the space where ideas go to die. So last time I gave this talk, I had this great metaphor about the starship enterprise from Star Trek. You all your nerds like me. So you already know what this is all about. But for me, I use this metaphor to explain why the Starship enterprise, it doesn't actually go faster.

[00:38:18–00:38:40]
It doesn't go beyond lightspeed. It actually just folds space. It makes the distance shorter, the physical space. I thought, this is a brilliant metaphor for moving from the intangible of your idea up in your head to the tangible, and sort of came up with this what drive principle. So you shouldn't go faster, you should fall space going faster.

[00:38:40–00:39:09]
Is this again AI loophole from hell where we have to optimize, we have to go fast. We have to make more stuff. And that just doesn't bring anything of super value. I think, like I've said here, AI doesn't make anyone a more creative designer or a DM more useful. I think what we can use AI for is actually collapsing that gap I showed you before with, well, all these annoyances live between our idea and making it real.

[00:39:09–00:39:31]
So that is the right principle. And I think something AI also does is push us into a new space as designers. So I think most of us are sort of schooled in what we're calling the problem solver, where always waiting for a brief, we're waiting for clients, we're waiting for a budget, we're waiting for other people to give us an estimate or help us with something.

[00:39:31–00:40:00]
And we're waiting for approvals. What AI and this whole vibe designing encoding space enables us to do is move into the open creator. This is not my term. It's sort of out there in the world, but what it enables us to do is to go out and find problems. I think, as my colleagues have pointed out, we live in this society and we always notice stuff that we want to change or make different or help push in a different direction.

[00:40:00–00:40:35]
So go. Finding a problem is not that hard, but we can actually build something before someone asks. We can actually show something and when. Obviously we can prototype these quickly. So there is a speed element to it. But that's not the main part. And then we can show up with something real. We can show it to people. We can say click this or instead of, you know, you've probably all have had these user test focus groups where you say, then you have to imagine something. You don't have to let the user imagine something you can actually show them to or have them interact with it, and then you can prove your concepts on your own term.

[00:40:35–00:40:57]
I think a lot of what has happened in the design space with digital design and design thinking, is that we end up in this whole sameness blob. Everything looks the same. I would like to maybe push for a little bit more dictatorship in the sign. Sometimes here you can actually prove your concepts on your own terms and maybe take some of that power back.

[00:40:58–00:41:18]
Obviously you guys have seen all the lovely models my colleagues have made for their talks, and I need to make one as well. So I made this double diamond thing and I call it the eff around and find out. So what this entails is there's a round part and there's a find out part, and F and round is the divergent part.

[00:41:18–00:41:38]
You can follow your curiosity, your ideas, your energy. You can make things that you didn't know you needed, or that somebody else didn't know what they needed. And you can explore without a destination. I think obviously a lot of the projects we do, a lot of the trip or the all the stuff before you arrive at this is where we learn stuff.

[00:41:38–00:42:09]
That's where a lot of the energy is. That is where a lot of the creativity is. So that is super important. And then we can actually find out this is sort of where we can gather some data that we usually can't do with design, where it's not just opinion, we can actually find out what works and we can kill what doesn't work. So we can again focus our energy on what works, and then we can refine it again with the with what we know and we can ship it.

[00:42:09–00:42:33]
So a few examples of what that could look like or what it has looked like for me. So obviously we did this big project for something called Dragonheart, which is this fantastic, magical school educational system being built with this, their visual identity, and help them with a bunch of stuff around their core narrative and stuff like that. We were very inspired by real world artifacts.

[00:42:33–00:42:58]
We found. They basically bought this castle in Jylland, where there's all these old elements to it, and they've started putting all these Hogwarts like elements into it, and we were very inspired by that. And so we developed this sort of illustrative direction for it. And through the use of AI, we were actually able to build out this illustrative universe into a book.

[00:42:58–00:43:24]
And we were about to launch a website, and we've done a bunch of other stuff on. But along the way we also found out, hey, what if we take this illustration style and combine it with custom alphabet, a drop cap alphabet? It's very magical and very historical in a sense, but with a modern twist. And so the whole vibe designing allowed us to explore a space that we didn't know they needed and they didn't know they needed, but it felt very inspiring.

[00:43:24–00:43:50]
And it was something that I actually they bought into and developing posters for them using this system. And obviously a lot of the other identities you work. So that is one thing, one way of using it. I sort of have three principles. When I look at what I can use AI and vibe designing for, there's the first one which is building for myself stuff I want to exist in the world but maybe isn't out there.

[00:43:50–00:44:09]
Building for someone, someone else a problem. Like I said before that you observe and it could be building for your dreams. Maybe you've got this idea that's been living in the back of your head like I have for 15 years, and maybe it's now it's time to actually do something about it. So building for yourself could look a bit something like this.

[00:44:09–00:44:34]
I'm always scared about the blank page when I start a new design project. Like what? Typography, colors, type systems, grids and stuff. So I built this little type tester tool for myself and keep expanding on it with grids and stuff like that. So that is one thing you could do with it. This is my kid. We're really fond of the sunflower key hanger or hanger.

[00:44:34–00:44:57]
It has this information and stuff on it when we're out and about, but it's really a problem when you're a seven year old kid that just wants around and run around and climb trees and play football and, you know, having this hanger on. So I have this idea I want to build a bracelet for him where people can just use their phone to scan it and comes up with, like the basic information about him and us and his parents and stuff like that.

[00:44:57–00:45:28]
So I built this little both test site where you can make a user for is it not playing? Oh, so basically I build a website where you can add a user to it and you can sort of fake scan this bracelet and comes up with the information and then the building for your dreams. The stuff I was talking about, having an idea 15 years ago, I came, I thought of what if we combined skateboarding with Nike?

[00:45:28–00:45:48]
Plus, I don't know if anybody remembers it, but it was like this little element you put in your running shoes and then it will record your run on your iPod or something like that, and it would track everything and show data. So I thought, okay, why is it so hard to learn to skateboard? Maybe because you're all middle aged man and you shouldn't be skateboarding anyway.

[00:45:48–00:46:26]
But what if you combine these two things so you can put sensors on your skateboard and can relay it to your phone, and it can show you all you need to jump higher, you need to rotate faster and stuff like that. And or maybe suggest new tricks you should start up instead of, you know, falling off your skateboard. Some little aged men all the time. So I built this little app proof of concept in I think under a day. So it sort of mimics putting sensors on your skateboard and you can record your sessions and what type of trick you're trying to land. It gives you a library of tricks, or record your sessions and say, oh, how many times you failed?

[00:46:26–00:47:07]
And where is the most popular tricks to do when you've mastered this one and stuff like that? And that was mind blowing to me because I had all the usual design stuff. I had a logo, I had a name, I had a tagline. But actually making a proof of concept was like, God damn it. Why didn't I do it 15 years ago? So I would just like to leave you with this one thing. I talked about it in the start, that there's a lot of doom and gloom about AI coming to take all our jobs as designers, and I think the opposite is true. I think as designers, you've developed a sensibility and your taste and your esthetics to influence every other field, but now you've got somebody to help you with that field.

[00:47:07–00:47:27]
Maybe you want to make the new, I don't know, Strava version of an economy app. You can actually you don't need to know anything about economy now. You don't need a you can just but you know how to make a good experience for that. Or it could be something completely different. You've probably already got better ideas, so to say.

[00:47:27–00:48:04]
Designers aren't cooked, we can actually become the cooks now, and I think I'll hand it off to Matthias. Oh, no, that's not a good sign, is it? Hello. I still with me. Most of you. That's good to hear. I'm gonna talk a bit about the future of websites, which is such a big topic, but I'll do it in six minutes and hopefully it makes sense for you. It's quite an old talks. Let's see if how relevant it is we'll discover together.

[00:48:04–00:48:27]
So. Well, that's a nice animation. 50% of consumers use AI powered search today. That is a statistic from McKinsey from last year, so I can only expect that number is higher than it was. That means that 50% of the people who used to go to Google and type in something, they don't go to your website anymore. They just stay in Google.

[00:48:28–00:48:57]
They don't even discover you. They just get the results from there, which is quite a big difference. If you or somebody who works within the digital atmosphere, you do websites, you have a digital platform that you want to have people visit. It means that going forward, we are going to have to look into two different sites of our website, which is the one which we is like the classic websites which we have control over, which we can make and create the way we want.

[00:48:57–00:49:20]
But the other side is the agency side, which is how the agent goes in. And it takes all of our data and it presents it however it wants to. So we see it like this. There's two different approaches to this. There is the machine version which they want structure, they want data, they want clarity. They go in and they look for information.

[00:49:20–00:49:52]
And they go around your website and say what they think is relevant and pull it out. But then there's then the old website. Does it have any relevancy going forward? I would hope so. What we see here is that is actually a potential for elevating that experience in making even more unique, because now you have these two different things of the people who want to go in and get some quick clarification on whether it be your union and your different questions about that or whatever it is, they can get that quickly from the chat or whatever it is.

[00:49:52–00:50:26]
But if they actually go into your web page or go into your app or whatever it is, what is the experience that is extraordinary and unique that you can't get from the agent? This also means that there is a loss of control of how we are portrayed. This is if you go into ChatGPT and you type in transition design, which Christian talked about, then we are presented as the quoted a couple of times, but we also presented with some different models, which is not ours, and we don't know which context we are within.

[00:50:26–00:50:46]
And do people know that this is not us, or can they actually like different shape between different things? It is super difficult to know. And that's just the it's really interesting to see how that's going to be for users going forward, that they can really tell what is what and what is different information that they get and who is the owner of it, because maybe that's true, I don't know.

[00:50:46–00:51:07]
I'm not going to like go in and check necessarily compared to how we portray ourselves, which is our website, where we actually get the experience of like showing our brand, showing our personality, having this control over how we want to perceive, how we want to tell our story. And these two different things are so opposite to each other.

[00:51:07–00:51:32]
So how can we actually navigate within this? You can kind of see it as a highway and a scenic route, which you have in Denmark, which is like if you see this sign, go for it. It's super nice, very beautiful sites. You have the highway, which is paved with simplicity and automation and personalization. So this is why we want to give the user something very simple and very easy.

[00:51:32–00:51:52]
We often talk about sometimes in here that when users have to go in and do a task, a job is like finding a needle in a haystack, because like there's so many things and I just want to go in and order new passport. When I go into Borger.dk, that's 9000 buttons and clicks and stuff that I have to, like, go through.

[00:51:52–00:52:21]
So with this new experience, we can actually give people what they want on a silver platter much easier and they just have to go in, do the exact thing they want to do, and then it could go out again. Very nice. Oh, wait, all night. Look at this road. Super nice high. So like Jonas said, what we want to then have our scenic route to be is branded.

[00:52:21–00:52:41]
We want it to be unique. We want it to be something that stands out that's memorable. Whether it's this funny little flower that you can set with on our page or whatever. It's like the brick that leg had drawn is something where we can see, okay, this is something that is unique. This is not something that it looks like everything else, we want it to be sustainable.

[00:52:41–00:53:02]
I'm too afraid to say something, Tanya, right now. But like a lot of brands and corporations have sustainable within their strategy within this. And of course, we also want this elevated experience to be authentic towards the sustainable goals or dimensions you have made up. And there's a lot of things, of course, in how you can be sustainable. At least be authentic about it.

[00:53:02–00:53:23]
Like not saying you're green or all these different things, but also maybe not pushing people into behavior that is not so green. Then we talk about including last summer we got accessibility law. You know, it really nice. Who can tell? Okay.

[00:53:23–00:53:45]
Which is of course also super important to make sure that our elevated owned experience is living up to me, but also that is beyond accessible, also inclusive. So we want to actually talk to the real people who are going to have this experience. So if we're working with women in menopause, we want to talk to actual women in menopause.

[00:53:45–00:54:05]
We don't want to talk to an old doctor who doesn't know anything about the actual experience. We want to talk to the actual people and understand and empathize with their experience, and including them in that process, where they're being interviews and testing all these different things. So there's even more important than it was before to have this human aspect in this new era.

[00:54:05–00:54:33]
Of the two different experiences, so does any of those things rhyme with AI? Maybe. Maybe not. At least the human aspect is more important than ever, and having this sensibility and empathy is really important. But I think Oliver will talk more about this now. Yes, you.

[00:54:33–00:55:13]
Five minutes — AI. How do you actually feel about AI this morning? Just think of it. Someone is like smiling. Yeah. I think there's a lot of feelings when we say AI and you can be excited. Very anxious, overwhelmed, skeptical, tired, flabbergasted, shocked. You can be so many things in December. In the same way I feel this actually, I completely split. I can I meet my colleagues, they are excited, but they also overwhelmed. They also fear this.

[00:55:13–00:55:35]
The organizations that we talk to feel the same. And I think it's okay, all these feelings are legit. But we need to be curious to actually understand this in depth and to be able to actually take a stance towards this. If we were just super excited, we would just turn 15 and 1508 into an AI native agency and just go full on.

[00:55:35–00:56:01]
If we were just, yeah, didn't like this at all, we would just say we will never touch AI will just become a human centered agency and never use it. But we don't think that any of those actually the right path to take. So we want to navigate this. So stay with the trouble. Navigate the complexity of AI coming into organizations and AI becoming a part of our world.

[00:56:01–00:56:23]
That is true to our design. That is what we've always been doing. So yes, we are in it. Every day. We wipe code, we build agents, we design, but we look at it from a lens of responsibility every time we do it. A few observations that we have done with AI for the past month, and I only have three minutes, so it will go fast paced.

[00:56:23–00:56:48]
And one thing was the thing that has just talked about this. This has actually overwhelmed us, that we need to design both for machines and humans now. And it is also a possibility to what Jonas touch upon. Like we can actually make the experiences that we design even more lovable now because we have designed a path for the machines where you can just find the things inside the LLMs.

[00:56:48–00:57:10]
But now we can do an elevated experience, and we actually want to go into the browser and experience something. AI is a sparring partner, not a replacement for good design. So do not lose your creativity to AI. Don't start out with the AI. Do some critical thinking yourself. Do what your deep craft has learned you, and then you can use AI as a middle layer.

[00:57:10–00:57:33]
And then when you output stuff, remember that AI outputs a lot of different content. So if it's text, if it's video, if it's pictures, there's a lot of text. But there's also a recipient of all this. So think of the recipient of who you output to. And never just send something that were done by an AI. Always do a human touch towards it.

[00:57:33–00:58:14]
That's another principle that we have. So. What we have also seen is that when we do print design right now, it needs to be outputted in a way that can also be used by LLMs. So when we do a brand and design guideline, we still do all the things that we have done. We use atoms, molecules, organisms if we think of a design system. But maybe what we used to do in Figma in a canvas will soon be gone, because you put the brain guidelines into one of these LLMs and then they can actually output all your prototypes, some of the things that they just showed.

[00:58:14–00:58:35]
So maybe this will also change and maybe half a year or a year or it's already here. Another thing is that everyone out there are using LM tools right now. So we might coded something. Will you please review it. Because there were data breaches. There are so many. I think there's a data breach every second right now and no one has just been hacked.

[00:58:35–00:58:55]
It just hacker group just came out. They are putting millions towards it. I would guess that this was after their partnership with OpenAI. Everyone just connected everything to SharePoint and then they hacked it. So I think we should. This is something that we hear a lot really think when we put things into the LLMs. So this is the lens.

[00:58:55–00:59:20]
This is the reason why we say responsible AI. It's about the bias. It's about energy, it's about data, it's about honesty. We actually did a full moon boost and this in October. So please go ahead and watch this. It's important. One thing that we can see right now is that this is real. There is fatigue. There is a AI brain frighteners all over the place.

[00:59:20–00:59:41]
So we really need to take care of ourselves and think when we use AI. Also, this report just came out from the UN. It's published 3rd of June actually. That remains, of course of artificial intelligence. And this is insane when you read it.

[00:59:41–01:00:08]
AI offers a remarkable potential. But fulfilling this promise responsibly requires systemic change. Systemic change, something we have talked about today. Responsible AI is possible when capability and stewardship grows together within planetary limits. So we really need to think about these things when we put it into use. So what we say now is that navigating the complexity and uncertainty of responsible AI integration and use, this is our value proposition when we use AI.

[01:00:08–01:00:41]
So it's not just beyond data breaches and technical depth, it's the social impact of things. It's the environmental costs to humanity, consequences, systemic pressures and sovereignty. So there's many things to think of when we actually use AI. We have added AI to our value proposition as well. And we try to navigate this by both thinking of it as that. We need to integrate tools. We need to train people to use it in the right way. We need to have a strategy when we use it. We need to have an operating model and we need to use responsibly.

[01:00:41–01:01:08]
So we have actually created some different services within this. And so understanding this in depth, we have also become a partner of anthropic. So we understand what is going on the inside of cloud and anthropic when we're actually using these tools. So which out if you want to hear more about these things. And the next morgenbooster season coming up we have dates for it.

[01:01:08–01:01:18]
It will be online within this week. There will be a lot about AI added through a responsibility lens. Thank you for today.