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jerryking : ideo   19

The Design Revolution in Consumer Tech - WSJ
By Steve Vassallo
Aug. 6, 2017

Walt Mossberg...began his first column for the Journal, in 1991, with the now-famous line, “Personal computers are just too hard to use, and it isn’t your fault.” In his final column, Mr. Mossberg bookends the quarter-century of products, personalities and progress he’s chronicled with this assessment of where we are now: “Personal technology is usually pretty easy to use, and, if it’s not, it’s not your fault.” In a generation, consumer tech went from unreliable and confusing to so intuitive that children are creating immersive three-dimensional worlds on devices with barely any instruction. Mr. Mossberg doesn’t put a name to this remarkable shift, but as someone who witnessed it firsthand, I will: design. By design, I don’t mean a spiffy logo or a pretty website. Design now also refers to a methodology and a mind-set that place the experience of the end user above all. This form of design isn’t concerned chiefly with how good something looks, but, rather, how well it works for ordinary consumers. In the [early] ’90s....“engineers weren’t designing products for normal people.” ......Engineers tend to focus on sheer technical limits: what can be done. But designers are preoccupied with what should be done. In other words, whether they’re building things that solve actual problems or fulfill real wants....Over the past two decades, advances in computing power have met typical users’ speed and reliability needs, and the means to launch products have grown better and more affordable. As a result, design is now the differentiator—and the driving force behind billion-dollar companies....Apple's products (e.g. iPod, iPhone), weren’t technical breakthroughs.....They were design breakthroughs—instances of creative need-finding and human-attuned problem solving. And they raised consumer expectations for technology, ushering in a new era of innovation....Google has invested heavily to reinvent itself as a design-centric business. Incumbents like Samsung , General Electric and IBM have spent hundreds of millions to build in-house design studios with thousands of designers. ...Slack and Airbnb—like Pinterest, Instagram and Kickstarter—are recent successes founded by designers, people who are devoted to the practice of building impeccably considerate technology. Design is the key to building the next great wave of companies. To compete seriously on design, startups must make it central to their strategy from the beginning......we’re entering the age of “ambient computing,” when personal technology will become invisible and omnipresent. Augmented reality, artificial intelligence, robotics, drones, the Internet of Things, and other nascent tech will fade into the background of our lives. Technology will no longer come in the form of gadgets. Instead, as Mr. Mossberg predicts, “it’ll be about actual experiences, with much less emphasis on the way those experiences get made.”....The 21st century will be the century of the designer founder, when core value for businesses is created by entrepreneurs who have a deeper, more intuitive sense for the human condition.
Walter_Mossberg  retirement  design  design_thinking  technology  IDEO  '90s  UX  Apple  ambient_computing  customer_expectations  uncharted_problems  pervasive_computing  the_human_condition  augmented_reality  core_values  unarticulated_desires  farewells 
august 2017 by jerryking
The Power of Asking | Adam Smith, Esq.
December 3, 2013

Today we have a column by my partner in Adam Smith, Esq., Janet Stanton.
questions  IDEO  Bruce_MacEwen 
december 2013 by jerryking
Tomorrow's B-School? It Might Be A D-School
AUGUST 1, 2005
Graphic: The B-Schools Who Get It, Plus The New D-Schools
E!
design  Colleges_&_Universities  business_schools  IDEO  Rotman 
april 2012 by jerryking
Oops! - WSJ.com
JULY 7, 2008 | WSJ | By ROBERT D. AUSTIN, LEE DEVIN AND ERIN SULLIVAN
accidents  innovation  Medici  serendipity  IDEO 
december 2011 by jerryking
IDEO's Axioms for Starting Disruptive New Businesses | Co.Design
August 24 | Fast Company | by Colin Raney who leads the
Business Design Community within IDEO. TAKE ACTION: Designing for Life's
Changes

1. Go early, go often
Building experimentation into your business is harder than you think.
Start small and stay focused. Try everything, but don’t try it all in
one prototype.

2. Learning by doing
Build value for the business as you prototype. If you fail, what will
you have learned? What will you salvage?

3. Inspiration through constraint
Don’t exhaust yourself searching for money and resources. The tighter
your constraints, the more creative your prototypes will be.

4. Open to opportunity
Look for unanticipated ways customers are using your offering. Their
improvisations may be the future of your business.
lessons_learned  food_trucks  start_ups  tips  rules_of_the_game  ideo  experiential_learning  prototyping  design  disruption  experimentation  new_businesses  constraints  unanticipated  improvisation  hiring-a-product-to-do-a-specific-job  value_creation  unarticulated_desires 
september 2010 by jerryking
Introducing IDEO's New Column: Patterns Affecting Business and Design Today | Co.Design
August 24. 2010 | Fast Company | Suzanne Gibbs Howard. Beyond
spotting emerging themes, PATTERNS provides a way to tap into collective
intelligence and to do better work faster. The Web site helps us reach
out to others and encourages people to document what intrigues them and
comment on what they feel passionately about. We post provocative
articles that distill the current thinking on myriad topics and clearly
articulate how people can respond to any given pattern through design.
In our current collection, pattern spotters Makiko Taniguchi and Eddie
Wu explore copycat design as an open platform for innovation and point
to a range of industries and challenges, from technology and education
to the optimism of humor and legitimacy through participation.
patterns  pattern_recognition  design  ideo 
september 2010 by jerryking
What Knockoffs Can Teach Companies About Chinese Markets | Co.Design
Sep 8, 2010 | Fast Company | by Makiko Taniguchi & Eddie
Wu. Fakes and knockoffs often express unmet desires that big firms miss.
Learn from them...Countries, from the U.S. to Japan, regularly accuse
China of copying designs. Indeed,MNCs in these countries spend an
inordinate amount of time and money trying to prevent their products
from being copied. But Shanzhai -- "copycat" design --represents a vast
business opportunity. Shanzhai is an open platform for grassroots
innovation: Apple, Nokia, and Samsung smartphones get copied, but the
knockoffs adapt the original designs in ways that appeal to Chinese
customers. E.g., Shanzhai designers might add a flashlight, key in areas
with unstable electricity. The effect is to make products accessible to
common folks in terms of price, aesthetics, values, and needs. Shanzhai
designs are an opportunity for international companies to introduce
Chinese consumers to their brands, and then observe how local Chinese
culture adapts their offerings.
counterfeits  China  customer_insights  discoveries  pattern_recognition  ideo  opportunities  innovation  design  adaptability  patterns  copycats  unarticulated_desires  Bottom_of_the_Pyramid  emerging_markets  brands  multinationals  aesthetics  knockoffs  creative_appropriation  cost-consciousness  low-income  affordability 
september 2010 by jerryking
FT.com / UK - Sharp focus gives design group the edge
February 18 2005 | Financial Times | By Scott Morrison. What
sets Ideo apart from most design companies is that it begins every
project by focusing on the consumer experience - whether it is asked to
design a product, a store or a service. This is where the group's
so-called "human factors" team comes in: shadowing consumers, taking
pictures of them as they use or buy products and interviewing them to
evaluate their experiences. "We are looking to design a better consumer
experience,"..."We want to know what is going right and what is wrong."
Ideo says it is selling more than just hot product designs. By drawing
clients into the design process, it is trying to teach them to think
differently and show them how to shake up their own internal design
processes.
ideo  design  customer_experience  P&G  AT&T  Ford_Motor_Co.  human_factor  primary_field_research  think_differently 
january 2010 by jerryking
Multicultural Critical Theory. At Business School? - NYTimes.com
January 9, 2010 | New York Times | By LANE WALLACE. "
students needed to learn how to think critically and creatively every
bit as much as they needed to learn finance or accounting. More
specifically, they needed to learn how to approach problems from many
perspectives and to combine various approaches to find innovative
solutions" . "...design thinking is, it’s focused on taking that
understanding you have about the world and using that as a set of
insights from which to be creative"....”...Yale has also added a
“problem framing” course that tries to have students think more broadly,
question assumptions, view problems through multiple lenses and learn
from history.
“There’s a great deal to learn from Bismarck, Kissinger, F.D.R. and
J.F.K. about problem framing".
Roger_Martin  Rotman  uToronto  design  ideo  critical_thinking  problem_framing  Tim_Brown  Yale  history  business_schools  FDR  JFK  Henry_Kissinger  von_Bismarck 
january 2010 by jerryking
Building a Better Bra Shop
November 30, 2003 | The New York Times | By HOPE REEVES. In
the two unfocused groups, IDEO invited the women -- about eight to a
group -- to talk about their good and bad experiences, which amounted to
very few in the first category and a long list in the second, then the
groups broke up into smaller units to build their ideal
underwear-shopping experience. In this segment, the women who acted as
customers expressed a desire to be advised and reassured by the women
acting as salespeople. And those salespeople responded as instructed,
producing a giggly lovefest that seemed to leave everyone satisfied and,
at least in this fantasy world, purchasing an expensive undergarment or
two.

IDEO digested this load in a series of meetings and mingled them with
brainstorming sessions conducted with technology, design and product
experts. The analysts presented their findings to Warnaco a few weeks
ago and are now entering the prototype phase.
IDEO  design  Warnaco  shopping_experience  underwear  lingerie  intimate_apparel  unfocused  prototyping 
november 2009 by jerryking
Going Off the Beaten Path for New Design Ideas
March 12, 2006 | New York Times | By LISA CHAMBERLAIN. Finding
out not just what people really think, but also how they really live,
is the lifeblood of IDEO's innovative design work.
IDEO  design 
november 2009 by jerryking
Design - Redefining a Profession - NYTimes.com
September 27, 2009 | New York Times | By ALICE RAWSTHORN.
Reviews Tim Brown's new book, “Change by Design.” Brown is the president
and chief executive officer of IDEO, the famed design group based in
Palo Alto, California. The book's objective is summed up by its
subtitle: to demonstrate “How design thinking transforms organizations
and inspires innovation.”
design  ideo  book_reviews  Tim_Brown 
september 2009 by jerryking
Businesses Take a Page From Design Firms - WSJ.com
Nov. 10, 2008 |WSJ | by Phred Dvorak on how design firms are
assisting institutions that want to rethink the services they
deliver...Sloan-Kettering's work with IDEO comes as businesses
increasingly tap the design world for fresh ideas on management. Some
are struggling with new business models and unexpected rivals; others
seek new approaches to old problems.

Stanford University has an IDEO-influenced Institute of Design that
teaches "design thinking" for tasks like recruiting or running a virtual
meeting. New York public-radio station WNYC sent executives to study
those techniques last year, before launching a new morning show.

Doblin Inc., a Chicago-based design-strategy specialist, recently helped
a health insurer develop new products and an Asian telecommunications
firm identify new markets, says John Pipino, a senior associate. Doblin
was bought last year by management consultant Monitor Group.
design  innovation  business_development  creativity  IDEO  Tim_Brown  business_models 
january 2009 by jerryking

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