David Quijano - Dynamic Innovation


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  • Before beginning, I want to put a frame around what you will hear about today.
  • HP is a large company made up of 3 divisions, but I will focus on PSGI do want to mention one thing thoughHP’s focus on innovation is company-wide and has developed training and support programs that has created an innovation ecosystemNot mandated, not a prescribed process, which is good. Managed through waterfalled business objectives.So let’s frame this a little closer<click>My group is responsible for the design of all HP and Compaq branded PCs and displaysThe focus of this talk will be centered on the business products sides, although not as exciting compared with consumer products, it is a heavily competitive, tightly constrained market with an awesome innovation storyAlthough tightly focused, the examples told here today represent the way HP PC business went from being considered commodities to being the worldwide leader.
  • At HP, innovation is a verb; an action word used to convey we never stop innovatingIt hasn’t always been this way. Don’t get me wrong, HP has a long innovation tradition, but it also hasn’t weathered change well.What I will reveal today is how PSG had to change it’s thinking to be more dynamic; able to outpace change
  • Not coincidence that we are talking during tough economic times. ID grew out of the depression Manufacturers needed differentiation to sell against competition
  • We have learned at HP, innovation has to be a comprehensive effort beyond individual disciplines and serial, distinct points along product lifecycleThe focus is how to use the tools of design and integrate them into an improved way of thinking <click>ID is hardware focused and product oriented, BUTThe problem solving tools and strategies of ID are what can be used to change the way we think
  • In order to get a more comprehensive designed experience…<click> Design Thinking was addedThe fusion of customer insight with the right technology and business acumen results in solid design presence and a world class experienceAnother way to look at this is the holes and toast model
  • HP has adopted this design thinking process from IIT.This is where not having a prescribed process pays off because it can be modified to suit our market-Starts broad and tapers to a final solution, also is iterative, working backward through the cycleThe innovation cycle is all or nothing, but yields results if followedNew opportunitiesUnarticulated user needsTaking shortcuts cross-axis yields undesirable results and will be as if you hadn’t used itFeature creepDrills and toasters thinkingTactical planning
  • Innovation doesn’t have to be big, expensive, or high-tech. It just needs to bring change that adds value to the customer in a way they hadn’t expected or seen before.
  • Executive briefings include studio visits- Use to keep design studio off limits and secretDiscovered the benefits of showing what we do outweighs the risksNeed to be careful- difference between buyer and end user
  • Customer had multiple HP displays on financial trading floor.Only maintenance personnel can touch equipment for servicingIT could not fix displays themselves because it required tools Maintenance takes a long time to service displays
  • A combination of an entrepreneurial design culture, collaboration between business units, and a shared vision enabled this to happenA true outcome of design thinking: iteration, validation, and designing the user experienceTo understand the innovation here, it’s best to show you…
  • A combination of an entrepreneurial design culture, collaboration between business units, and a shared vision enabled this to happenA true outcome of design thinking: iteration, validation, and designing the user experienceConsiderable palette/shipping savings per display boxIncreased attach rate of business PCs and displaysIncrease in VESA enabled PCs salesNew revenue streamTo understand the innovation here, it’s best to show you…
  • Aside from design thinking, the other significant factor here is the difference between ROI and ROi
  • Focus on return on innovation will have a greater return on investmentOne feeds the otherAnother way of looking at it is…
  • Sum of the parts spread across multiple BUs is greater than the return on investment for any one productIntegrating the innovation across product lines
  • HP workstations had an identity problem. The workstation looked very similar to a business PCCurrent workstation ID had been around for 7 years.Workstation management decided they needed to invest in IDNo design-focused research existed for this product category
  • Aside from an identity problem there were these issues as well. You can summarize this in one word- commodityThe workstations looked like business PCs and internally, there definitely was no visual difference. To understand the issue, we needed to <click>Workstation customer is different than PC customer and the product should reflect that and how we went from this <click> to this is a good story
  • PostersFocus groups-bad
  • Put parameters around what the solution should be
  • David Quijano - Dynamic Innovation

    1. 1. dynamicinnovation HP | design | innovationdavid quijano, idsaindustrial designer | program managerpsg design center
    2. 2. agenda• beginning• thinking• listening and observing• concludingdynamicinnovation
    3. 3. beginningdynamicinnovation
    4. 4. ESSN&TS PSG (Personal Systems Group) IPGdynamicinnovation
    5. 5. thinkingdynamicinnovation
    6. 6. thinkingIndustrial Design: traditionally, the innovation leadersdynamicinnovation
    7. 7. thinkingIndustrial Design: traditionally innovation leaders • Strategic thinking • Visualize the big picture • Conceptualize beyond the roadmap design ≠ industrial designdynamicinnovation
    8. 8. thinking Customer what’s desirable? How it looks draws you in and then you Design see the value in the Presence product beyond the looks. Business Technology what’s viable? what’s feasible?dynamicinnovation
    9. 9. design thinking Make sense of what you see Abstract Conceptualize • Build mental models, maps, • Suggest directions and personas and objectives principles for development • Suggest stated and unstated • Integrate requirements needs • Suggest desired experience • Measure against objectives or personas Frameworks Imperatives Analysis Synthesis Discoveries Solutions See the world with “new” eyes • Listen, observe & learn Make concepts tangible • Ask why • Prototype solutions and artifacts • Ethnographic research • Create and prioritize ideas • Executive briefings • Get feedback • Participant/Non-participant Observation Concrete • Refine concepts • Direct customer connectionsBased on Charles Owen’s original Design Thinking frameworkdynamicinnovation
    10. 10. design thinkingDesign thinking is FUNDAMENTAL to customer driven innovationDesign + Design Thinking + Collaboration= Innovationdynamicinnovation
    11. 11. design thinking Strategic Focus Invention Positive Change Innovation Ideas Experience Execution Common Visiondynamicinnovation
    12. 12. listening and observingdynamicinnovation
    13. 13. listening and observingKnowing when to stop talking and start listening is crucial for discovering opportunitiesHaving customers to regularly listen to is even more crucialdynamicinnovation
    14. 14. listening and observingExecutive Briefings lead to new opportunities from decision-makersAdvisory Councils lead to new opportunities from end-usersdynamicinnovation
    15. 15. listening and observing Case Study: HP Quick Releasedynamicinnovation
    16. 16. listening and observing“I’m losing $10K/minute!” – trading floor executive and HP customerdynamicinnovation
    17. 17. listening and observing Conceptualize Codify feedback • Sketch and model • Understand the need • Measure against • Collaborate Abstract matrix • Brainstorm other • Measure against opportunities desired experience • Define use matrix • Iterate • Define experience Frameworks Imperatives Analysis Synthesis Discoveries Solutions Build prototypes Executive Briefings • Refine concepts through • Understand problem protos • Ask other briefing Concrete • Show to internal/external participants about customers problem • Iterate • Ask Why • Measure outcomes and selldynamicinnovation
    18. 18. listening and observingSolution: HP Quick Release• Tool-free, 2-part bracket based on VESA standard• IT can now remove and replace a displays in about a minuteBut wait…there’s more!dynamicinnovation
    19. 19. listening and observingBy solving the problem we invented a cool bracket dynamicinnovation
    20. 20. listening and observingBy looking beyond the problem we created a cool experience dynamicinnovation
    21. 21. listening and observing HP Quick Release ROI vs. ROidynamicinnovation
    22. 22. listening and observing HP Quick Release ROI vs. ROi return on investment vs. return on innovation Product focused Solution focused Short term return Long term return Good for business Good for business and customer Focused on results Sum of resultsdynamicinnovation
    23. 23. listening and observing HP Quick Release i RO = thinnovationdynamicinnovation
    24. 24. Case Study: Z-series Workstationdynamicinnovation
    25. 25. listening and observing“I’m not sure if I have a workstation or not.?”– workstation end userdynamicinnovation
    26. 26. listening and observingWhat do you do when your prices are eroding and market position is at risk?Ask why Go observe Then learndynamicinnovation
    27. 27. listening and observing Abstract Frameworks Imperatives Analysis Synthesis Discoveries Solutions ConcreteObservation HW TeardownsInterviews Customer Visits Presentation via postersdynamicinnovation
    28. 28. listening and observing Abstract Frameworks Imperatives Analysis Synthesis Discoveries Solutions ConcreteResearch outcomes codified into visualdesign objectives to focus design directiondynamicinnovation
    29. 29. listening and observing Abstract Frameworks Imperatives Analysis Synthesis Discoveries Solutions ConcreteConcepts measured against design objectives anddistilled to the vital few.Getting into 3D as soon as possible further focuses design.dynamicinnovation
    30. 30. listening and observing Abstract Frameworks Imperatives Analysis Synthesis Discoveries Solutions ConcreteFinal solution defined and validated with customersdynamicinnovation
    31. 31. concludingdynamicinnovation
    32. 32. concludinginnovation thoughtsinnovation starts with the end in mindnever stop innovating…be creative in everything you donever settle…if you settle you get what you settled forchange is constant…embrace itfollow your instincts…measure your resultsjust because you can do something doesn’t mean you shoulddiscomfort is good…it means you’re on the right trackexecute, execute, executedynamicinnovation
    33. 33. Thank youdynamicinnovation