????平板電腦的核心價(jià)值是美妙的顯示、富于直覺的互動(dòng)操作、在旅行、工作和個(gè)人生活中游刃有余的切換能力。這使得平板電腦成為完美的創(chuàng)新平臺(tái)。我們的許多客戶都在試驗(yàn)平板電腦的新用途，把它推廣到其它渠道中。

????從易用性和設(shè)計(jì)上看，iPad是目前唯一真正可用的平板。不過(guò)，情況可能會(huì)發(fā)生改變。三星（Samsung）、亞馬遜（Amazon）和微軟（Microsoft）Windows 8催生的一系列平板電腦即將上市，將與iPad展開殊死搏斗。假以時(shí)日，iPad的霸主地位或許會(huì)出現(xiàn)動(dòng)搖。

????雖然平板電腦大賣特賣，已成為目前極具重要意義的消費(fèi)性電子產(chǎn)品，但技術(shù)革新的步伐并沒有停止。計(jì)算機(jī)界的下一個(gè)重要方向?qū)⑹强膳宕髟O(shè)備和嵌入式計(jì)算。行業(yè)領(lǐng)導(dǎo)者對(duì)數(shù)字平臺(tái)、數(shù)字設(shè)備和數(shù)字創(chuàng)新的熱情一直有增無(wú)減。

????互聯(lián)網(wǎng)變得日益重要后，各大公司紛紛增派人手負(fù)責(zé)互聯(lián)網(wǎng)渠道。當(dāng)移動(dòng)成為最熱的“必需品”時(shí)，他們又紛紛成立移動(dòng)團(tuán)隊(duì)以應(yīng)對(duì)這一最新渠道。那么，以渠道為導(dǎo)向的公司下一步的計(jì)劃如何呢？當(dāng)然，它們的目標(biāo)永遠(yuǎn)是那些蓬勃發(fā)展、大有前途的渠道。平板電腦肯定必不可少。不久的將來(lái)，可佩戴設(shè)備和嵌入式計(jì)算也會(huì)登臺(tái)亮相。這樣一來(lái)，這些公司將變得雜亂無(wú)章并且日益復(fù)雜。人們每天都會(huì)爭(zhēng)論某種新設(shè)備到底屬于哪個(gè)渠道。

????不過(guò)，以渠道為導(dǎo)向?qū)?lái)極大隱患，會(huì)對(duì)用戶造成深刻影響。用戶最終被弄得暈頭轉(zhuǎn)向，萬(wàn)事不順。他們發(fā)現(xiàn)每個(gè)渠道的結(jié)果和操作方式都不大一樣。鑒于最有價(jià)值的用戶通常會(huì)使用多個(gè)渠道，這對(duì)于公司非常棘手。從根本上講，終端用戶應(yīng)該是重中之重，而并非什么平臺(tái)和渠道。商業(yè)行為應(yīng)該致力于理解和傾聽客戶的需求和行為，特別是在移動(dòng)領(lǐng)域。

????采用“移動(dòng)優(yōu)先”戰(zhàn)略的原因遠(yuǎn)不止手機(jī)使用數(shù)量呈爆炸式增長(zhǎng)這一點(diǎn)。僅舉幾例：

? 推動(dòng)專注和卓越。成功的移動(dòng)優(yōu)化服務(wù)一定專注而有品位。必須確定優(yōu)先次序并做出戰(zhàn)略選擇。這將有助于厘清產(chǎn)品、重點(diǎn)和戰(zhàn)略。

? 尋找新客戶。未來(lái)的客戶大部份都是“移動(dòng)”用戶。

? 學(xué)習(xí)新技巧。過(guò)去針對(duì)個(gè)人電腦的“軟件”體驗(yàn)與未來(lái)旨在靈活跨越平臺(tái)的后個(gè)人電腦體驗(yàn)極為不同。專注于后者將有助于你精通現(xiàn)代服務(wù)設(shè)計(jì)。

? 在被人顛覆之前，主動(dòng)顛覆自己。你在移動(dòng)平臺(tái)上進(jìn)行的創(chuàng)新能夠直接影響并有益于你其它的目標(biāo)平臺(tái)——不論是數(shù)字平臺(tái)還是非數(shù)字平臺(tái)。如果不能找到顛覆自身商業(yè)模式的方法，很可能將被其他專注于移動(dòng)業(yè)務(wù)的公司顛覆。

? 永遠(yuǎn)與時(shí)俱進(jìn)。移動(dòng)會(huì)使你將自身服務(wù)分化，以融入用戶的日常生活和工作。

? 更貼近客戶。在移動(dòng)領(lǐng)域，你可以創(chuàng)建更強(qiáng)的感情紐帶，而且專注于移動(dòng)將幫助你圍繞用戶進(jìn)行組織和設(shè)計(jì)，而不是圍繞軟件平臺(tái)或“渠道”。

? 更精于設(shè)計(jì)。個(gè)性化、豐富的移動(dòng)媒體需要一流的設(shè)計(jì)，如果渴望在移動(dòng)領(lǐng)域擁有領(lǐng)導(dǎo)地位，必須專注于設(shè)計(jì)。

????奧洛夫（@ olof_s）于2001年與人共同創(chuàng)立了Fjord，并從此領(lǐng)導(dǎo)該公司成為全球最成功的服務(wù)設(shè)計(jì)顧問(wèn)公司之一，其客戶包括英國(guó)廣播公司（BBC）、花旗銀行（Citibank）、ESPN、Flickr、Foursquare、哈佛醫(yī)學(xué)院（Harvard Medical School）、諾基亞（Nokia）以及高通（Qualcomm）等公司。奧洛夫多年來(lái)一直與各大品牌合作，設(shè)計(jì)將復(fù)雜的系統(tǒng)變得簡(jiǎn)單而優(yōu)雅的突破性體驗(yàn)。奧洛夫經(jīng)常在全球性會(huì)議和活動(dòng)上發(fā)表演講，最近出席的活動(dòng)包括《財(cái)富》2012年科技頭腦風(fēng)暴大會(huì)，GigaOm Mobilize，以及Rutberg Future: Mobile等。

????譯者：項(xiàng)航

????The tablet's core properties -- the vibrant display, its direct interaction language, and its ability to fluidly travel across locations and across work and personal tasks -- makes it the perfect platform for pushing boundaries. Many of our clients are now experimenting and pushing boundaries on the tablet, then leveraging the learnings across other channels.

????From a service design perspective, at the moment the iPad is pretty much the only tablet game in town. But that will soon change. Samsung, Amazon (AMZN), and a range of Microsoft (MSFT) Windows 8 tablets will give the iPad a good run for its money, and the iPad's dominance will lessen over time.

????While the tablet is the latest mass-market consumer electronics category of critical importance, evolution will not stop there. The next large-scale computing frontier will be about wearable devices and embedded computing. Business leaders should expect more digital platforms, fragmentation, and innovation – not less.

????When the web became important enough, companies responded by staffing up to deal with the web "channel." When mobile popped up as the latest must-have, companies responded to this digital evolution by putting in place mobile teams to deal with this latest channel. But where does the channel-driven organization lead? It definitely leads to an ever-growing range of channels. Clearly a tablet channel is needed. Soon a wearable channel is needed, then an embedded channel. The organization becomes sprawling and increasingly complex. There is bickering about which channel certain new devices belong to.

????But the most dangerous result of the channel organization will be the effect on customers. Inevitably, the organizational silos will start to confuse and frustrate customers. They will be spoken to and dealt with differently depending on which channel they use. Given that the most valuable customers tend to use multiple channels, this can become a big business problem. Fundamentally, end users should take centre stage, not platforms or channels. Businesses should focus on understanding and designing for customer needs and behavior, especially in a mobile context.

????The reasons to adopt a mobile first strategy go well beyond the exploding mobile usage numbers. To name a few:

? Drive focus and excellence. Successful mobile-optimised services must be focused and elegant. Prioritization and strategic choices have to be made. This will help you clarify your offering, focus and strategy.

? Find new customers. A large proportion of your future customers are mainly mobile.

? Learn new tricks. There's a significant difference between yesterday's "software" experiences that target PCs, and tomorrow's post-PC experiences designed to fluidly scale across platforms. Focusing on the latter will help you master modern service design.

? Disrupt yourself before others do. The innovation you do on mobile platforms can directly influence and benefit your other target platforms too – digital and non-digital. If you don't find ways to disrupt your business using mobile, it's likely that other mobile-focused companies will.

? Be relevant at all times. Mobile will make you atomize your service to fit into the daily life and tasks of users.

? Get closer to your customers. In mobile you can create a stronger emotional bond, and a mobile focus will help you organise and design around users rather than around software platforms or "channels."

? Become better at design. The personal and lush mobile medium demands first-class design, and if you aspire to have a leadership position in mobile you will have to focus on design.

????Olof (@olof_s) co-founded Fjord in 2001, and has since led the company to become one of the world's most successful service design consultancies working with clients including the BBC, Citibank, ESPN, Flickr, Foursquare, Harvard Medical School, Nokia, and Qualcomm, among others. Olof has years of experience collaborating with major brands to design breakthrough experiences that make complex systems simple and elegant. A frequent speaker at global conferences and events, recent appearances include Fortune 2012 Brainstorm Tech, GigaOm Mobilize, and Rutberg Future: Mobile.