Y O U R B U S I N E S S P R O C E S S E ST H E V G M O D E L

T H E I N N O V A T I O N J O U R N E Y

PROCESSSTAYING ON TRACK

New ways of thinkingOr re- discovery of an old way of thinking

LITERACY NUMERACY

xxxxERACY

Skill with wordsargumentnarrative

description

Skill with numbersformulationslogiccalculation

Skill with picturesprojectionsgraphicsillustration

Non verbal territoryTherefore wordless…..no label

Edward de Bono

Bruce Archer

Henry Mintzberg

!?OPERACY

!?GRAPHICACY

!?ORGANIGRAPHICS

Henry MintzbergHBR Sept 1999

ORGANIGRAPHICS= ORGANISATIONAL

STRUCTURES

Crafting Strategy

Wired in abilities

Two fistfuls of porridgeSteven Rose

LEFT BRAINRIGHT BRAIN

TABLE andCUBESpatial imaginationSpatial imagination

IMAGINATION AND VISUALISATION

Creativity is something to do with the IMAGINATION

IMAGINATION sometimes operates in ways which areSpatial and geometric

Part of that is to do with powers of VISUALISATIONOf seeing things which do not yet exist

Try the following exerciseIF YOU FIND IT DIFFICULT

TRY TO THINK ABOUT WHY YOU FIND IT DIFFICULT

…

Cast shadow

Look for examples

Pause to draw cube

IMAGINATION NEEDS: PRECEDENTS AND PROMPTSSUPPORTING TOOLSFAMILIAR TECHNIQUES

KNOW HOWSKILL at highest level 10,000 hours rehearsal

clues

VISUALISATION

DESIGN THINKING

PART 1

50 mins

Your processSix rolesYour life__________VGM

ACTIVE PARTICIPATION

SAMPLE demo of some elements of design thinkingQUICK FIRE machine gun burst BE OPEN hold back critique: trust the process TRAILER we won’t answer all your questionsCAPTURE LATER capture your thoughts tomorrow in notes to yourself for the future sessions

HAND OUTS allow time for re thinking after the workshopCULMULATIVE the value will be evident after all four sessions

SEE HANDOUTS and TAKEAWAYS into other sessions>

provisos

New ways of seeingEmergent ways of thinking

Design ThinkingDesign Thinking: The Next Competitive AdvantageTwo fundamental kinds of thinking co-exist and often collide in business organizations: analytical thinking and design thinking. Both have their places, but as organizations grow, analytical thinking — which focuses on exploitation and refinement of the current state of knowledge — often crowds out design thinking, which pushes knowledge forward and creates new possibilities.

To benefit from design thinking, a business needs to understand how analytical thinking and design thinking differ, why and how they come into conflict, and how to create an environment which encourages design thinking to flourish.

KEY FACTORS Left brain and right brain Synergy- whole new mindMBA v MFA

Open mindedVisually led techniquesMetaphorical thought

ACTION then REFLECTION later

YOURPROCESSGive a complete form to the ideaIndividual or general ?

Think of a projectThink of its success

Think about the processThat made it successfulThink of the stages you went throughThink of the obstacles you overcameThink of the feelings you had

NOW DRAW THAT PROCESSON THE BACK OF NAPKIN

Your process

You may represent this OBJECTIVELYLike a Gant chartWith all the parts in placeWith a timeline and measurables

But the underlying question isWHAT DID IT FEEL LIKE?WHAT DID YOU EXPERIENCEAS A WHOLE? SUBJECTIVELY?PUT THATON THE BACK OF NAPKIN

Your process

Back ofA NAPKIN

VISUALISATION

Your sketch drawings should show how the design/NPD processfeels to you.Use metaphors and images.Discuss the images and metaphors within the group

LOOK AT THE WHOLE ARRAY

Your process

Multivariate displaysSee Edward Tufte

ANALYTICALTHINKINGIdentify the fragmentsAnalysis is not the same as Synthesis

http://www.theplanningcommission.org/library/onlinelibrary/historic-area/historic-plans-and-maps/traffic-survey-report-and-limited-access-highway-plan/image.jpg/image_preview

http://www.a361.org.uk/_wp_generated/wpc709b0b9_1b.jpg

INTEGRATIVETHINKINGSee the system as a wholeSeeing more than the parts

Hatched zone shows STRETCH of the CarTo Journeys of both 100s of miles and fractions of mileIn vehicles engineered to travel at 90 mph

2202002000

600 mph

50 mph

3 mph

SPEEDMPH

DISTANCEMILES

90 mphTRANSPORT GAP

AInter city

At 200 mph

TRANSPORT GAP BWithin cityAt 10 mph

0

TRANSPORT GAPS after Bouladon

DESIGNTHINKINGGive a complete form to the ideaOffering complete tangible solutions

http://www.path.berkeley.edu/PATH/Publications/Media/FactSheet/VPlatooning.pdf

METAPHORS

The underpinning of creativity

KEY POINTSYou are allowed to chooseWHAT YOU WANT TO REPRESENT You are allowed to take up any ONE ofMany hundreds of existingTECHNIQUES OF REPRESENTATION

You are permitted to invent aNEW TECHNIQUE OF REPRESENTATION

This can stand in for that

http://spacecollective.org/mslima/3220/Inuit-Wood-Maps

This stands in for thatAbstracted 3d small scale pictureOf large physical reality

Bi-Assocation .Koestler.

Creative PROCESS

THINK THROUGH METAPHORSThisCould be That

BIOLOGY

BUSINESS

BIO MIM

ICRY

Bi-Assocation BIOMIMICRYOpera House

Your real self as embodied in yourHabits of consumption

Measurables into body parts

ROLES

Give a complete form to the ideaRelations between task and roles

Integrative Thinking

In your experience of NPD and the design processWhat are the SIX MAIN

ROLES Which are crucial to the success of the projectAnd to the business?

Use the blank hexagonTo indicate the roles

The necessary roles

Six rolesPrint this A3 x 30

Think of a SPECIFIC SUCCESS

Focus on an actual PROJECTTo fill in the ROLES

Think of the contributionsOf other PROFESSIONALS

Think of the INTEGRATION of all views

Integrative Thinking

ONE VERSION The necessary roles

Six roles

client

architect

family users

builder planners

suppliers

Operations

Sales

R+D

MarketCustomer relations

Branding

Design

Management

STRATEGY

AN EXAMPLE

SME -Colour coded

YOUR LIFE

Your Life as a Masai Bracelet

A life documented

Global archetypes

Information and decoration

Function and appearance

Your lifeIf this is a MAP OF A LIFE

WHAT IS THE MAP OF YOUR LIFE ?

KUDOS

Life EXPERIENCE TIME

Professional ROLES

Level of COMPETENCE

Life EXPERIENCE

SOCIAL STATUS

YOUR LIFE

As professional

capabilities

+ strategy

Make a visual representation of your recent professional work

As if a Masai necklaceUse the colour code if it fitsStart with current project

Design

2 years

0.5 FTManagement

strategy

0.5 FT

2007 2009

Management

Others time

Marketing

R+D

Design

Sales

Branding

Operations

USE COLOUR CODE : HOW DID YOU SPEND YOUR TIME IN TYPICAL PROJECTS

3 years

10 person years TOTAL

Management + strategy

Operations

PROJECT MAPPINGAN EXAMPLE

Design

R+D

Managing Design Course .Open University

1.5m NZ $

Current project

Past projectsFuture

projects MainCurrent

Responsibility

Management

Marketing

R+D

Design

Sales

Branding

Operations 2009

AREA = PERSON HOURS

Print this A3 x 30

Current projects

Past projectsFuture projects Main

Currentresponsibility

Management

Marketing

R+D

Design

Sales

Branding

Operations

2009

Step inShort

projects

OtherImportantSupporting

roles

AREA = PERSON HOURS