I was actually quite surprised to find myself deep undercover in Design Thinking activities in the last 12 months. The great thing was that these activities were varied, spanning from running Design Thinking workshops, developing a Design Thinking curriculum, lectures on leveraging on the power of design, and best of all implementing Design Thinking within organizations that are non-traditional buyers of design. What a ride!
What is even more interesting, was finding out that Design Thinking has not died (or become a failed experiment as some say), but more accurately, it has evolved into a vibrant ecosystem of activities that focuses on businesses, brands and organizations leveraging on design as a strategic competitive advantage.[ Read Featured Design Article ]
This makes an interesting case study on designing an effective environment for innovation. More details after the jump.[ Read More ]
I get this all the time.
Whenever we talk about Design Thinking’s user-centered approach to finding opportunities and understanding your customer better, someone always reminds me that one of the worlds most successful company (in my humble opinion), Apple, does not do market or user research.
Similarly, Scott Anthony writes:
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It feels like a classic battle — the scientific approach of a company (Procter & Gamble when run by former CEO A.G. Lafley) that launches 80 market research studies a day versus the intuitive touch of the iconic innovator of our time.
But it’s a false comparison. Both approaches rest on the belief that you need to understand your customers better than they know themselves so you can predict what they want without having to ask them to articulate what they want.
I so love this term.
Apparently it was created by Peter Gorb and Angela Dumas for a London Business School paper:
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“A great deal of design activity goes on in organizations which is not called design. It is carried out by individuals who are not called designers and who would not consider themselves to be designers. We have called this ‘silent design’.”
Well…they could if they did this:
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I assert there’s something else that makes Apple is unique amongst its (asymmetric) competitors (e.g. Google, MS, Samsung):
It only focuses on one customer: The Consumer.
In my experience, the behaviors and culture of an organization (large or small) that focuses on the Consumer as a customer is diametrically incompatible with the behaviors and culture of an organization that focuses on Business as a customer.
The following guest post is written by Maurice McGinley, a friend and former colleague at Philips Design. While some of the points might be a little outdated, this post showcases a methodology of Design Research and Design Led Innovation that is practiced in companies who aspire to be design leaders in their industry. I hope you enjoy the treat and also the process! Also don’t forget to click on the images for a larger view.
AppleTV, Google TV, Netflix, Ikea Uppleva… So why isn’t TV disrupted already? Where is TV going?[ Read More ]