Vieux Chalet

Cafe Agusta

Yellow Bird Cafe x Kitchen

Burrow Cafe

Café Rizal

Café Cristina Bar and Resto

Yellow Lantern Cafe

Crescent Moon Café

Chives Bistro & Market

Jar Tree Cafe

Cafe Esse

Cafe Lupe Hostel & Restaurant

Every goal is doomed to fail if it goes against the grain of human nature.

Whenever you want to change your behavior, you can simply ask yourself: How can I make it obvious? How can I make it attractive? How can I make it easy? How can I make it satisfying?

If a behavior is insufficient in any of the four stages, it will not become a habit. Eliminate the cue and your habit will never start. Reduce the craving and you won’t experience enough motivation to act. Make the behavior difficult and you won’t be able to do it. And if the reward fails to satisfy your desire, then you’ll have no reason to do it again in the future. Without the first three steps, a behavior will not occur. Without all four, a behavior will not be repeated.

Second, rewards teach us which actions are worth remembering in the future. Your brain is a reward detector

The first purpose of rewards is to satisfy your craving

The response is the actual habit you perform, which can take the form of a thought or an action. Whether a response occurs depends on how motivated you are and how much friction is associated with the behavior. If a particular action requires more physical or mental effort than you are willing to expend, then you won’t do it. Your response also depends on your ability. It sounds simple, but a habit can occur only if you are capable of doing it.

Cues are meaningless until they are interpreted. The thoughts, feelings, and emotions of the observer are what transform a cue into a craving.

Every craving is linked to a desire to change your internal state.

Cravings are the second step of the habit loop, and they are the motivational force behind every habit. Without some level of motivation or desire—without craving a change—we have no reason to act. What you crave is not the habit itself but the change in state it delivers.

The cue triggers your brain to initiate a behavior. It is a bit of information that predicts a reward

Your life today is essentially the sum of your habits.

Service design principles support the development of services which deliver high quality experiences to users and customers

Data shall be normalized between the organization and its customers and within the organization itself Data shall be easy to transfer and be reusable within the organization and within the partner network Wherever possible data entry shall be avoided and be replaced by data lookup, selection and confirmation utilities instead

Information flow is key to delivering high quality services; if people don’t know what they’re supposed to and when they’re supposed to know it – service suffers.

Work groups are to be organized so that they match the processes and the competencies required Individual workers will be given sufficient autonomy to make useful decisions Work will take place in a location where it is done with the most efficiency

Any activity that fails to add value for the customer should be eliminated or minimized Work is always structured around processes and not around internal constructs such as functions, geography, product, etc. Work shall not be fragmented unless absolutely necessary. This enables accountability and responsibility from a single individual and reduces delays, rework, etc. It encourages creativity, innovation and ownership of work. Processes should be as simple as possible. Focus on reducing process steps, hand overs, rules and controls. Wherever possible the owner of the process should have control over how it is delivered. Processes should reflect customer needs and many versions of a process are acceptable if customers have different needs. Process variation should be kept to a minimum. Process dependencies should be kept to a minimum. (I.e. process in parallel) Processes should be internalized rather than overly decomposed (e.g. training is better than work instructions) Process breaks and delays must be kept to a minimum Reconciliation, controls and inspection of process must be kept to a minimum KPIs for processes will only measure things that matter