April 7, 2020No Comments

When working from home becomes the new normal

- How to manage current challenges and prepare for a long-term shift


The pandemic is changing how we work

Undoubtedly, we are experiencing challenging times and one of many consequences of the Covid-19 virus is the large number of employees and students working from home. Far from everyone has the possibility to work from home. Among the ones who can, we see a differentiation in preparedness: some organisations already have remote working capabilities in place while others are trying to find their way. Nevertheless, every organisation faces new challenges when long-term involuntary isolation becomes the only way to conduct business.

Challenges with working from home

One of the most obvious and direct consequences of working from home is the loss of social interactions at work, which may result in reduced sense of belonging as well as missed information and collaborative efforts. In addition, lack of experience from digital collaborative tools could slow down productivity. Overall, we see a risk of declining efficiency and engagement.

The new normal

We don’t know how long businesses will have to work remotely, but we expect it to go on for a while, why we can assume that remote work will become the new normal. There is no time to waste, organisations must quickly manage the challenges related to social isolation in order to maintain or increase productivity and engagement.


Organisations must quickly manage the challenges related to social isolation in order to maintain or increase productivity and engagement.


Recommendations on how to build remote-working capabilities

Based on Cartina’s experiences from helping clients with digital transformation, we have compiled some recommendations on how to quickly build remote-working capabilities.

1. Engagement through inclusiveness and presence

Being physically isolated from you colleagues for a long time makes it important to ensure inclusiveness and presence in your organisation. Here are some of the keys to employee engagement and well-being:

Visible leadership

During a crisis, it’s important for leaders to be even more visible, accessible and present. Even if you cannot meet physically, leaders must show their colleagues that they are there; make an extra call, send a message, show that you care.

Timely, honest and relevant communication

Your company’s main stakeholders all demand timely, honest and relevant communication on what’s going on. Your employees want to know the status of your business right now, which decisions have been taken and what the plan is going forward. Don’t delay information which can be shared. Be honest and be relevant. Get to the point and cut the crap.

Small talk, lunches and coffee breaks

Set up social non work-related meetings and breaks. For example, at Cartina we start workdays with a morning check-in where we ask each-other how we feel and what’s going on. You can do this in a more structured way too, by asking questions such as what books are you currently reading? What has been your favourite meal this week? What are your best home workout tips? Other activities may be:

  • Setting up specific digital social gatherings where people join based on interest.
  • Online lunch-dates with random people across the business, to allow for spontaneous interaction, based on interest.
  • Digital after-works and reflection sessions.
  • 15 minutes home-training session to activate yourself and your colleagues.

2. Increase digital maturity through training

As a response to remote work, some organisations will need to introduce or expand the set of digital tools in order to secure effective collaboration. The choice of tools should be based on the collaborative needs and kept to a minimal variation. When implementing the tool, it's important that everyone is trained to reach full capacity for successful and effective meetings and collaborations.

You may be used to meetings, workshops, business briefing etc. but doing these 100% remotely while using digital tools is a different experience. To succeed, you must provide training and guidance so that everyone feels confident when it comes to leading and participating.

3. Enable effective meetings and teams

To create effective teams is a challenge. To create effective distributed teams is undoubtedly even harder. The key is communication, openness and continuous improvement. Explore what works and what doesn't for your team. Here is a list of recommendations which are equally relevant for non-distributed teams.

Effective teams

  • The team objectives should be mutually agreed and understood
  • There is a clear understanding of the different roles within a team and how they contribute to the objective
  • Continuously evaluate ways of working after meetings and in recurring improvement meetings
  • Enable psychological safety with openness and inclusion which is a pre-requisite for a culture of continuous improvement
  • Discuss and agree on WoW and working agreements within a team on e.g. communication and meeting behaviours. Should everyone mute their audio when not speaking, and how do you request to speak virtually?
  • Visualise result and progress to secure alignment on ongoing work 

Effective meetings and ways of working

  • Create agreement within- and across teams on meeting structures and meeting purposes to enable clarity and predictability, two elements that enhances focus and productivity.
  • Set up daily stand-up meetings to start the day. It creates focus and awareness on what the team is working on and where support is needed. This is probably even more relevant with distributed teams. Daily stand-up is a form of status meeting.
  • Try to shorten the meetings as much as possible, as it's difficult to focus for longer period online.

4. Create a seamless employee experience with mapped employee journey

When remote working becomes the norm faster than companies had prepared for, we believe it’s important to take a holistic approach of the employee experience. Make the investment and explore the real implications and values of remote work based on your company’s goals and people strategy.


The modern organisation will need to prepare for an entirely remote and digital employee experience.


The modern organisation will need to prepare for an entirely remote and digital employee experience, touching everything from recruitment to the employee leaving the company. However, it’s essential to define a digital employee journey that reflects the specific company values and culture which generates a sense of belonging and purpose. What makes this business stand out from others, and why should an employee stay? We believe that this step is essential for understanding and creating the best foundation for a fulltime shift into becoming the digital workplace of the future.

5. Becoming agile provides a structured approach to collaboration

The agile transformation requires substantial effort, but generates great value and prepares the business for the unknown thanks to its systematic approach to/view of e.g. organisation, leadership and ways of working. There is a lot to be said about agile organisations, which we will not address here. And you are probably wondering, what does agile organisations have to do with remote working capabilities?


Successfully scaled agile organisations also provide clarity and alignment on business purpose, prioritised initiatives and objectives and a structured approach to collaboration across and within teams.


We believe that remote working capabilities benefits greatly from the collaborative- and distributed decision-making capabilities maintained in the agile cross functional teams.Successfully scaled agile organisations also provide clarity and alignment on business purpose, prioritised initiatives and objectives and a structured approach to collaboration across- and within teams which generates predictability and enables focused efforts. Our view is therefore that agile organisations and the associated leadership-style, “the servant leader”, provides a good foundation for productive and effective work despite location – remote or onsite. The current situation could provide an opportunity for your organisation to start exploring what agile could mean to you and what benefits could come from changing your ways of working.   

In summary, it is likely that remote-working capabilities is not a temporary solution, but rather a long-term capability needed due to the lifespan of covid-19 pandemic and could be changing the future of work. We believe that remote-working capabilities does not only consist of a set of tools to be used in a certain context, moreover it's about leadership and ways of working, why we hope that your business will take the time to build the needed organisational capabilities to prepare you for the future of work.

Do you have ideas or would like to discuss further how you can build remote working capabilities through agile practices and employee journey mapping, don't hesitate to connect with us.

March 31, 2020No Comments

The value of fact-based decisions in times of crisis

"I've been in this business for 20 years and I've never seen anything like this before. Our revenue has decreased with over 90% and it's uncertain when and if it will go back to normal again. What should we do?"


We received a call last week from one of our clients, in which they expressed their concerns about the current market situation. As we are all being affected by the spread of covid-19 in many ways, it is easy to relate to the unfortunate and distressing situation that many businesses are facing today.

Six months ago, climate change and extreme poverty were two of the major global threats on the world agenda, however the world is currently facing another enemy, which is the global pandemic caused by the fast spreading coronavirus called Covid-19. Not only does this pandemic pose a threat to many people’s health and lives – it has also turned out to have big ramifications on the global economy, on politics, societal functions and the livelihood of countless people, resulting in mass unemployment.

Companies and business leaders are currently faced with a great level of uncertainty and are forced into quick decision making in order to survive, why access to relevant and accurate information is necessary. The stakes are high, and decisions made today may impact many employees, customers, owners, suppliers and business partners for months or even years to come. How we deal with information is therefore crucial for making well guided decisions.


How can we ensure that information is being processed correctly in order to maintain a balanced perspective, when we are overwhelmed with information from different sources, often influenced by a high level of fear and urgency?  


When analysing information it's important to be aware of potential biases and data gaps. The book Factfulness: Ten Reasons We're Wrong About the World - and Why Things Are Better Than You Think, written by Hans Rosling together with Ola Rosling and Anna Rosling Rönnlund in 2018, describes the pitfalls of interpreting information and the principles presented in the book are relevant for supporting fact-based decision-making.

For instance, there are three key things that are emphasized in the book to help us maintain an accurate view of the world:

  1. Realize that we don’t see the world as it is.
  2. Recognise what types of stories trigger our dramatic instincts.
  3. Use simple rules of thumb to resist over-dramatic stories.

One of the core messages in Factfulness is that it's easy to misinterpret information about the world, leading to an overdramatic worldview. The reason for this is not necessarily because the information we receive is wrong, but rather because it's taken out of context or only one side of the story is being presented. It is true that the situation we are currently facing is serious, but it is in uncertain and frightening times that it is even easier to make hasty and drastic decisions based on misinterpreted information.

Given our experiences from working with data-driven organisations and decision-making, it's very clear that our instinctive behaviours as humans and the way our minds function sometimes get in the way of drawing accurate conclusions based on data. Even organisations that have processes and tools in place for utilizing data effectively, experience challenges in interpreting data and turning it into fruitful actions.

If we revisit our client, who experienced a dramatical stagnation of revenue due to the current Covid-19 crisis: how could they implement a fact-based approach when deciding what actions to take? Here are some thoughts and suggestions:

1. Look at your options

No matter how grim the situation, there are always options. What are your options, and what are the implications? Developing and analysing different scenarios, not forgetting to take several perspectives and consequences into account is a good starting point. It is easy to make the mistake of only considering a problematic situation from a certain perspective and therefore disregarding potential consequences in other areas.

2. Check your information

What information do you have right now and what information do you need in order to make an informed decision? How can you bridge the gap? How reliable is the data you have and where does it come from? Does your organisation have access to data and analytics tools that can provide a new perspective? If you do not have it in-house, can you get the support or analysis externally?

3. Insights

Are you generating valuable insights to lay the foundation for better decisions? How do you connect the dots? What context are you putting the information in? It's important to keep in mind that the situations we're facing today are extreme and not necessarily the new normal. That doesn’t mean inaction is the way to go, but it is also crucial to maintain the long-term perspective of what to do when the circumstances stabilize again. Advanced analytics can support in providing actionable insights.

4. Action

Information should lead to action, otherwise you’re doing something wrong. If your insights are not actionable, the analysis may not be right. Sometimes more information can leave you feeling confused, but that is when data analytics and methods to interpret and present information can be useful.

5. Rear-view mirror

What do you see when looking in the rear-view mirror? Was the decision you took right? Have your received new information which should lead you to change the decision you made? If so, do that. When working in a data-driven way, the key is to continue to evaluate and measure success. What effects did the actions you took have on your business and performance? Feeding these insights into the loop are crucial for future decision-making and to improve the process.

At Cartina we help clients improve their decision-making processes. We do this by means of advanced analytics and digital transformation (e.g. with BI, AI, agile ways of working), information management, as well as understanding changes in customer drivers and behaviours to plan for future scenarios.

Do you want to discuss your plan to counter this crisis?

We’re here for you!


You can find more information about Factfulness and the 10 Rules of Thumb to keep your dramatic instincts in check here: Gapminder.org

August 6, 2019No Comments

Faktorer som ökar konvertering vid köptillfället

Att förbättra konverteringen på din hemsida eller i appen kan ske på många olika ställen och med olika syften. I detta blogginlägg fokuserar vi på vad du kan optimera i steget som konverterar till ett faktiskt köp.

Detta är ett område av många du kan jobba med för att öka din tillväxt digitalt. Läs gärna om modellen för digitalt driven tillväxt för att få en helhetsbild över vad du kan göra med digitalt driven tillväxt. Nedan artikel handlar om steget "Konvertera" i Tillväxtmodellen.

Inlägget handlar om faktorer som vanligtvis ökar konverteringen vid köpögonblicket men självfallet är det beroende på vilket erbjudande du har och till vilken målgrupp. Dock kan det fungera som en bra checklista på saker att testa för er.

De som jobbar med CRO (Conversion Rate Optimization) brukar tjata om vikten av att iterativt experimentera för att se vilka ändringar som faktiskt ger effekt på konverteringsgraden.

Man brukar prata om A/B tester eller split tester (gör två olika sidor och dela upp trafiken till dom) så att man efter ett tag kan vara säker på vilken variant som faktiskt funkade bäst och först därefter införa förändringen för alla användare och gå vidare till nästa experiment.

Dock kan många svenska bolag ha för lite trafik för att kunna arbeta effektivt med A/B tester då det kan ta väldigt lång tid att nå statistisk signifikans (då man är tillräckligt säker på att testet faktisk speglar verkligheten så man inte väljer fel alternativ).

Men även om man inte kan jobba by-the-book med A/B tester så kan man ändå jobba med att optimera sin konvertering genom att införa kända faktorer som brukar öka konverteringen.

Det finns väldigt mycket skrivet inom populärpsykologi om hur vi människor funkar. Dessutom finns det rätt mycket genomförda tester och statistik som visar på vad som kan ge bättre konvertering.

Baymard samlade in all statistik på shopping cart abandonment rate och fick ett snitt på 69,23% så det finns uppenbarligen en del att göra för de flesta. Här är de vanligaste orsakerna att man inte fullföljde sitt köp

Nedan har jag listat ett antal faktorer för 2 olika typer av affärer; E-handel och SaaS (Software as a Service)

Öka konvertering vid köptillfället för E-Commerce - här är 20 faktorer värda att tänka på (utan inbördes ordning)

Självfallet så kommer nedan punkter att ha olika relevans beroende på om du säljer mat eller bilar på nätet 😉

  1. Erbjud något väldigt enkelt och billigt att köpa först (s.k. Tripwire)
    1. Kan även vara en lockvara på kampanjpris.
    2. Psykologin bakom är iaf att det är enklare att få besökaren att ta ett litet steg och när man väl tagit ett steg så är det betydligt enklare att få dom att ta större kliv
  2. Erbjud pengarna-tillbaka-garanti
  3. Enkel returprocess och helst gratis retur
  4. Se till att det är lätt att återskapa det man fyllt i om sidan skulle krascha, stängas ner av misstag, e.d.)
  5. Minimera antal val (för många val paralyserar oss och minskar chansen till konvertering)
  6. Erbjud flera betalalternativ (någon kanske är emot att betala med kort på nätet, men är ok att betala med Klarna eller Paypal)
  7. Erbjud flera leveransalternativ (hämta upp i butik, postombud, leverans till dörren, olika tider, mm)
  8. Låg eller gratis frakt (den vanligaste orsaken att folk avbryter ett köp är att man upptäckte extra kostnader man inte räknat med)
  9. Kort leveranstid
  10. Visa att det endast är enstaka kvar (eller i kombination med hur många som tittar på sidan just nu)
  11. Tidsbegränsade erbjudanden
  12. Tidsbegränsat erbjudande med nedräkning
  13. Erbjud live chat
  14. Anpassa UX efter kunden
  15. Ha testimonials & ratings
  16. CRO optimerad checkout sida (t.ex. tagit bort onödig distraktion)
  17. Rätt prisnivå
  18. Bra zoomfunktion och/eller video
  19. Köpknapp i kontrasterande färg som följer med i köpprocessen
  20. Tydlig produktinformation som svarar på kundernas viktigaste frågor

Tyckte du detta var intressant men vill veta mer så kan jag rekommendera följande uttömmande checklista för dig som har en e-handel

17 faktorer som ökar konvertering vid köptillfället för SaaS (utan inbördes ordning):

  1. Ha en explainervideo
  2. Lista nyttorna
  3. Visa USParna mot konkurrenter
  4. Erbjud något väldigt enkelt och billigt att köpa först (s.k. Tripwire)
  5. Ha en freemium eller free-trial-period
  6. Erbjud pengarna tillbaka-garanti
  7. Rätt prisnivå
  8. CRO optimerad checkout sida
  9. Se till att det är lätt att återskapa det man fyllt i om sidan skulle krascha, stängas ner av misstag, e.d.)
  10. Minimera antal val
  11. Erbjud flera betalalternativ
  12. Erbjud flera leveransalternativ
  13. Tidsbegränsade erbjudanden
  14. Tidsbegränsat erbjudande med nedräkning
  15. Erbjud live chat
  16. Anpassa UX efter kunden
  17. Ha testimonials

Tyckte du detta var intressant men vill veta mer så kan jag rekommendera följande uttömmande checklista för dig som har en SaaS. Även denna långa lista på psychology tricks to boost purchases kan vara intressant att titta på.

Mätetal och KPI'er som kan vara relevanta i konverteringssteget

Vilka KPI'er som är relevanta för er avgörs av vad ni säljer och hur ni säljer, men hoppas det ger er lite inspiration att utgå från:

  • Conversion rate (Lead to sale eller besökare på säljsidan/produktsidan som leder till försäljning):
  • CAC = Customer Acquisition Cost
    • or CPA = Cost per Acquisition
  • RPV = Revenue per Visitor
    • Det här mätetalet kan man ju justera både vad man räknar som revenue och i vilket steg man räknar besökare (bara besök på hemsidan eller ska det vara besök på nån specifik sida närmare konvertering?)
  • Monthly number of sales
  • Average order value (snittordervärde)
  • Average conversion time (viral cycle time är ett alternativ)
  • CTR = Click Through Rate
    • Mer mikrokonverteringar som t.ex. att lägga en produkt i varukorgen eller besök på checkout sidan
  • Shopping cart abandonment rate

Verktyg som hjälper er att öka konverteringen


Vi på Cartina kan hjälpa till med en initial Growth Assessment för att identifiera vilka delar ni främst ska satsa på för att växa. Skulle det visa sig att öka konverteringen är ett prioriterat område så kan vi även hjälpa er att komma igång med det, men vi är ingen byrå för CRO.

Intresserad? Ta kontakt genom att klicka på knappen nedan så kan vi inleda en förutsättningslös diskussion.

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May 9, 2019No Comments

The rules for automation – Trend #3 of 6 from SXSW 2019

In 2018...

We talked about Data integrity and how we need to protect ourselves from big players using or selling our personal data.

In 2019...

We were talking about Data for automation, discussing how to best approach automation in a way that fosters human value and robot-to-human collaboration.

Automating our own value 

The fear of automation greatly disrupting labor markets has been increasingly tangible, and something that many speakers decided to approach in various ways. Some with concern, some with the sense that “We are all being promoted”. From the more politically engaged speakers, there is a case being made that we are currently defining ourselves as the economic value that we create, and that we are now making human labor less and less essential to the economy.

Google’s Chief Decision Scientist Cassie Kozyrkov firmly disagreed, arguing that it would be foolish and meaningless to create machines and artificial intelligence that would compete with human skills, human values and human needs. Instead we need to find how technology can complement us, in such a way that we can do what we do best, and technology can do the same. What we need is not more competition, what we need is more tools to leverage our human skills.

The chatbot of our dreams 

As the use of automation tools becomes more wide spread, people start to adjust to this. For example, if you are using a functionality that “optimizes” the time at which you send out your weekly newsletter emails, they might just arrive at the same time as every other non-personal email to your recipients’ mailbox. Instantly, they might get categorized as unimportant and moved to the trash folder.

For some information or experiences to reach all the way through, we might want to amplify the human touch. In this example, pressing the send-button yourself at an irregular time can increase the chances of your email being read. In some cases, it may be the opposite.

One study presented by Aleksandra Przegalinska, a philosopher and researcher at MIT, found that a simple text bot with no human resemblance provokes almost no emotions in the human it is interacting with. However, one with clear human traits (think Sophia the robot) evoked a lot of emotions. But they were negative ones; people felt much more unease interacting with the more human chatbot.

What does this tell us? That we want to carefully select what we decide to automate and consider what we want to alleviate in the interaction with customers or users.

Alex - The robotic news reporter

Image: bbc.com

Russian news channel Rossiya 24 have created a robot – Alex – reading some of its news bulletins.
The question is: Which emotions is he creating for the viewers?

The state of play

As users of, or friends to, automated systems it seems that we want to know when we are interacting with one. The separation between human-to-human contact and human-to-machine contact makes the experience different. It also differs in what context or mood we are in.

A representative from Slack shared their approach to finding out in what situations their users enjoy interacting with machines. Turns out it is when we are in a so-called state of play. When someone adds their 23rd reaction to a certain message in Slack, you can be rather sure that they are not busy doing some important work – this has proven to be a great point at which to introduce a machine that initiates contact with the user.

Identifying situations where users are more receptive and open to machine interactions is an important part of developing a good system design.

Slack interacting with their users in a State of play

The human-machine collaboration

Whether it is in the context of autonomous vehicles, chatbots or any other automated system, we are facing some tricky but important challenges to create a system that is helpful.

One being the need to consider how these systems learn and adapt over time. They are in many ways adaptive to their environments, just like humans, and if your company decides to employ a chatbot in customer service you need to not only think about the technology but also how to ensure that it stays true to corporate values and has some integrity in its interaction with customers and users.

A second one is that when building large-scale autonomous systems, human interaction in combination with these systems is likely to make them deviate from the most optimal functioning. We are seeing increasing numbers of autonomous cars trying to be introduced to the roads and one issue is how they are to collaborate with human drivers. This will evolve beyond our roads and into our organizations as well, which is why we need to evaluate both where to take advantage of automation but also how to design this interaction.

If our employees and/or customers are interacting with a system, there are multiple dimensions that, positively and negatively, affect the outcome of this. Being aware of this when structuring the systems we should consider whether we want this to be a fully automated process or one with human touch points, as it greatly affects the optimal design. A better design will increase the level of trust in a system and ultimately, with more trust, we can be comfortable releasing more data to it and subsequently improve its ability.

According to Aleksandra Przegalinska there are three important dimensions in building a trustful collaboration between a human and a robot:

  • Transparency -- Honesty: The agent is what it is and does not pretend to be something else. It does not deny its status
  • Predictability -- Integrity: Seen as a factor associated with credibility, and concerns the trustors’  expectation that an object of trust will act consistently in line with past experiences. If the user perceives the chatbots as predictable, this may lead to a feeling of trust in the chatbot
  • Control -- Benevolence: The degree to which the motivations and intents of the trustee are in line with those of the trustor

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SXSW is one of the biggest digital conferences in the world, and a global meeting place for the world’s most innovative technology companies and people interested in how disruption can transform their business and everyday lives. The event takes place during during 10 days each year and this year Cartina had the chance to be part of it.

This series consists of 6 global mega trends that business leaders, experts, innovators and disruptors talked about during the days in Austin.

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July 31, 2018No Comments

Blurring realities – Trend #8 of 8 from SXSW

Nonny - the Godmother of VR/AR

Through technologies such as Virtual Reality we are able to experience real situations in a virtual world. By using this technology, we are able to convey stronger and more realistic stories. Nonny de la Peña, founder and CEO of Emblematic Group is called the Godmother of VR and AR.

Emblematic Group is a digital media company focused on immersive virtual, mixed and augmented reality. Since 2004, De la Peña has experimented with different kinds of virtual realities and is also one of the greatest contributors to the genre of Immersive Journalism.

You don’t experience the world as flat you experience the world as volume – why shouldn’t media be that way?

- Nonny de la Peña, Founder & CEO of Emblematic Group

VR as fictional storytelling conveying important messages

De la Peña has chosen to focus on certain events that she finds important to communicate to the public. The effects of global warming, a real life beating, the war in Syria and discrimination against certain groups are some examples. De la Peña and her team create stories with the help from real audio recording, interviews with witnesses or people involved and photographs stitched together to create a 360 degrees video.

Nonny de la Peña at her seminar at SXSW, 2018

Real life beating...

One example of her projects is the recreation of a real life beating. With real audio recordings from the event when a refugee got beaten to death by a
group of policemen. Virtual reality was created with the help from people who saw the event and could communicate how it was, how it felt and what actually happened – creating a realistic scenario of the horrifying event.

...global warming...

Besides telling stories like this one, VR can also be used to convey a certain message. One example is a virtual world where you sit in a helicopter flying over Greenland. You get to see the glaciers and a 360 video enables you to look out the window and down, really feel like you are flying. Time lapses of the glacier retreat is a powerful way of showing the severe effects of global warming.



Immersive journalism can be described as the production of news in a form where people can gain first-person experiences of the event or situation described in the news. The fundamental idea is to allow the participant, typically represented as a digital avatar, to actually enter a virtually recreated scenario.



Another example is a virtual situation created to communicate the serious conditions of homelessness in the LHBTQ community. A young man has been thrown out by his family as a result of coming through with his sexuality. The scene is putting the audience in the middle of a moment when he feels physical vulnerable – and is surrounded by people that hate him because of his sexuality. A very strong scene that make the participant connect to Daniel, due to the threatening surroundings, and his lack of ability to defend himself.

...and going to prison

Nonny de la Peña has also created a virtual reality world of a prison, where you can meet a former prisoner and be in the cell with him. You can see his physical state and experience his emotional condition. The digital sense and presence is powerful and it is assimilated with real life components and built on real stories from victims and interviews with the people involved.

Our minds do not know the difference between VR and real life 

The way of conveying stories through VR technology wakes certain questions regarding ethics and how these impressions are affecting people’s minds. De la Peña argue that the ethical issues are much the same as other journalism and therefore we need critical thinking and to teach everyone to look at the source.  Some events can however be both unpleasant and scary – and the mind cannot in certain circumstances understand that it is a fictive event or if it is a real-life event.


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SXSW is one of the biggest digital conferences in the world, and a global meeting place for the world’s most innovative technology companies and people interested in how disruption can transform their business and everyday lives. The event takes place during during 10 days each year and this year Cartina had the chance to be part of it.

This series consists of 8 global mega trends that business leaders, experts, innovators and disruptors talked about during the days in Austin. If you want to read the full report, click the button above and we will email it to you.

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Cartina has since 2013 helped both multinationals and startups translate digital opportunities into lasting and profitable business. We have since the start mainly worked with management services but are now expanding our offering with tech & design.

With a desire to develop oneself, clients and colleagues, our team of several senior digital experts take pride in delivering sustainable solutions that matters for our clients and society. 
Cartina is founded and owned by the investment firm Acacia Asset Management AB together with partners in the firm.


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