how design triggers transformation presented by tjeerd hoek
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The perspective from a design innovation firm
Tjeerd Hoek October 13th 2010
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Transforming a business or organizations is a BIG claim …and not one we tend to make upfront.
But it does happen…
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WHAT WE PROMISE OUR CLIENTS… (AND I AM NOT PITCHING TO YOU)
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what (we say) we do We help the world’s leading companies create and bring to market meaningful products, services, and experiences.
INSIGHT We discover market opportunities through deep insight and intuition.
TECHNOLOGY We leverage emerging technologies to define new product concepts and experiences.
INSPIRATION We express opportunities in rich, visual form to inspire and motivate organizations.
IMPACT We create lasting brand equity and business impact across multiple organizations, systems, and technologies.
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DISCOVER
RESEARCH BECOMES INSIGHT
Through design research, market analysis, and strategic evaluations, we gain insight into a company’s brand identity, user base, existing assets, and market opportunities.
DESIGN
INSIGHTS BECOME IDEAS
We develop an informed design that will answer the challenge posed by the market that will be useful, usable, desirable and technically feasible.
DELIVER
IDEAS BECOME REALITY
In order to guarantee the translation of idea to reality, all project details are specified, documented, and delivered to the client, and supplemented with full production support.
how (we say) we do it
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The central problem facing business today is change. Tangibly embodying change – products, services, systems, organizations – is one of the most important things we do.
Tangibility for clarity. Tangibility for testing and validation. Tangibility for communication & inspiration.
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innovative insights inspire innovative design.
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Design Research acknowledges that people are not masses of statistics and bullet points, and forms the foundation for our process and insights.
People are living, breathing, feeling, adaptable beings. We engage people so we can observe their behavior and allow them to meaningfully convey their motivations.
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But… it’s difficult to predict success
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Really, we actually cannot predict the future either
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Villemard, 1910 ‘En L'Ans 2000’
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Are designers just parasites of disruption?
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Or are they the catalysts for change?
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Design can certainly brings fresh perspectives, and different approaches
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IMPROVEMENT CHANGE
RISK & FEAR
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PRECEDENT
“We have to do that!”
“Why would we do that?”
Business leaders are overwhelmed in assessing new technologies, consumer behavior, products and business models. It is di!cult to estimate the value of the future.
By the time a company organizes and acts, it is often too late and becomes di!cult to establish a market presence that is meaningful or profitable.
The innovation loop
INNOVATION
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INNOVATION ITERATION PRECEDENT
TRANSFORMATION
“What do we want to do next?”
We help organizations break free of the innovation loop by bringing into practice an end-to-end development model that focuses on iterations in the market.
“What can we become?” This frees up business leaders to focus on how the organization should
be managed to grow and adapt, transforming itself in the process.
Breaking the innovation loop
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“If I had asked people what they wanted more of, they would have said faster horses.”
- Henry Ford
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“It is not enough for a man to know how to ride; he must know how to fall.”
- Old Mexican proverb
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Accepting the cost of failure
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Embracing the coarse process
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Making it: Seeking the conversation with the artifact
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From vision to making the design a reality
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INSIGHT DESIGN BUILD
then development
teams “build it”
“the planners, strategists
and design researchers
do their thing”
then the designers
“design it”
FAILURE POINTS
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INSIGHT DESIGN BUILD
convergence of design
with development
convergence of
insight with design
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3rd level of convergence:
prototyping, development, engineering
become a source of ideas directly
impacting the vision and the solutions.
INSIGHT DESIGN BUILD
convergence of design
with development
convergence of
insight with design
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“The Artifact” Concrete results
“The Story” Ideas & insights
Anatomy & Building Blocks (technology, engineering, domain knowledge)
Three key components
SKILL-DRIVEN KNOWLEDGE-DRIVEN
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HOW WE SEE COMPANIES STRUGGLE WITH “INNOVATION”
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Commonly heard from our clients…
We already tried that, and it didn’t work. No one is asking
for that.
We need something totally new and different from what everyone else is doing.
We already solved that problem in the
upcoming version.
We already have that feature. You can already
do that. We don’t really know what people actually do aTer they
buy our product.
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Death by too many painful hurdles
“HAVING” the feature is not enough… if nobody can actually use it.
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Whatever is here, is what the user actually cares about, and considers
“mission accomplished”!
And note: those hurdles are NOT the objective!
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The organization chart showing through in the experience
TEAM 2
TEAM 1
TEAM 3
TEAM 4
TEAM 5
TEAM 6
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Making yet another ‘better’ mousetrap
Feature fatigue Complexity in the value proposition Good enough for customers
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Beating the tyranny of ‘good enough’
It’s not about designing V-next; rethink the complete experience.
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There’s only a small delta between a FAIL and massive success.
The ‘small’ differences between experiences: “oh we don’t really need all that!”
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Everything’s been done - and shipped - before (and… so what? Let’s do it again, and better!)
Simon Smart Phone IBM& Bell South 1993
Bill Buxton CHI 2008
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We must differentiate ourselves!
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Beauty and passionate attention to detail… The last, hard and expensive x % of the work
Did nobody just give sh*t or something?
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Innovation is very expensive and easily commoditized
How much to invest when perceived value of your product is eroding to zero?
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<Jobs?>
Could we become too adamant about the innovation imperative?
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Being outside vs. inside • A lot of what we do is essenVally paid, high-‐speed R&D – it’s tough • Having to sell your work is very different from being “at the
organizaVon’s disposal” without a contract or dollar amount • Spend a lot on ‘the story’ and constant communicaVon/reviewing • Not ‘owning’ the full trajectory (just working on a part of the
process) • Not having to do infinite re-‐designs • Not being present all the way to shipping to explain, detail, and
defend the integrity of the design • Changing of the guards -‐ we someVmes end up being the owners of
knowledge • Hard to fix organizaVonal roadblocks in the client’s org • A lot of work ends up not making it into the hands of people