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SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
SDL 07 Holistic Innovation
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SDL 07 Holistic Innovation

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  • 1. SDL – Holistic Innovation Industrial Design 2012, Georgia Institute of Technology www.florianvollmer.com @florianvollmerTuesday, September 25, 2012
  • 2. Tuesday, September 25, 2012
  • 3. Tuesday, September 25, 2012
  • 4. Tuesday, September 25, 2012
  • 5. © Florian Vollmer, 2012 – www.florianvollmer.comTuesday, September 25, 2012
  • 6. Tuesday, September 25, 2012
  • 7. BestTuesday, September 25, 2012
  • 8. Best BetterTuesday, September 25, 2012
  • 9. Best Better GoodTuesday, September 25, 2012
  • 10. Best Better BetterTuesday, September 25, 2012
  • 11. Best Planned Better Obsolescence BetterTuesday, September 25, 2012
  • 12. Sources of Innovation meaning fad Fashion Features Capacity Services User NeedsTuesday, September 25, 2012
  • 13. Activities and Value Activities and Resources to Proposition Resources to Produce Market Cost Profit/ Loss IncomeTuesday, September 25, 2012
  • 14. Activities and Value Activities and Resources to Proposition Resources to Produce Resource-Driven Market Cost Profit/ Loss IncomeTuesday, September 25, 2012
  • 15. Activities and Value Activities and Resources to Proposition Resources to Produce Resource-Driven Offer-Driven Market Cost Profit/ Loss IncomeTuesday, September 25, 2012
  • 16. Activities and Value Activities and Resources to Proposition Resources to Produce Resource-Driven Offer-Driven Customer-Driven Market Cost Profit/ Loss IncomeTuesday, September 25, 2012
  • 17. Activities and Value Activities and Resources to Proposition Resources to Produce Resource-Driven Offer-Driven Customer-Driven Market Finance-Driven Cost Profit/ Loss IncomeTuesday, September 25, 2012
  • 18. Sources of Innovation? meaning fad Offer-Driven Customer-Driven Resource-Driven Features Fashion Capacity Services User Needs Finance-DrivenTuesday, September 25, 2012
  • 19. Corporate Identity Corporate Value Corporate Systems Corporate Strategy © Florian Vollmer, 2012 – www.florianvollmer.comTuesday, September 25, 2012
  • 20. Corporate Identity Customer Insights Corporate Value Ethnography Corporate Systems Market Studies Corporate Strategy User Stories © Florian Vollmer, 2012 – www.florianvollmer.comTuesday, September 25, 2012
  • 21. Strategic Design Co-Designing Stakeholder Integration Answering True Needs Corporate Identity Customer Insights Corporate Value Ethnography Corporate Systems Market Studies Corporate Strategy User Stories © Florian Vollmer, 2012 – www.florianvollmer.comTuesday, September 25, 2012
  • 22. Meaningful InnovationTuesday, September 25, 2012
  • 23. Strategic Design Co-Designing Stakeholder Integration Answering True Needs Corporate Identity Customer Insights Corporate Value Ethnography Corporate Systems Market Studies Corporate Strategy User Stories © Florian Vollmer, 2012 – www.florianvollmer.comTuesday, September 25, 2012
  • 24. Strategic Design Co-Designing Stakeholder Integration Answering True Needs Platform Strategy Target Segments Business Models Corporate Identity Customer Insights Corporate Value Ethnography Corporate Systems Market Studies Corporate Strategy User Stories © Florian Vollmer, 2012 – www.florianvollmer.comTuesday, September 25, 2012
  • 25. Strategic Design Co-Designing Stakeholder Integration Answering True Needs Platform Strategy Personas Target Segments Needs vs. Functions Business Models User Requirements Corporate Identity Customer Insights Corporate Value Ethnography Corporate Systems Market Studies Corporate Strategy User Stories © Florian Vollmer, 2012 – www.florianvollmer.comTuesday, September 25, 2012
  • 26. Strategic Design Usability Testing Co-Designing Focus Groups Stakeholder Integration Answering True Needs Platform Strategy Personas Target Segments Needs vs. Functions Business Models User Requirements Corporate Identity Customer Insights Corporate Value Ethnography Corporate Systems Market Studies Corporate Strategy User Stories © Florian Vollmer, 2012 – www.florianvollmer.comTuesday, September 25, 2012
  • 27. Strategic Design Usability Testing Co-Designing Focus Groups Stakeholder Integration Answering True Needs Platform Strategy Personas Target Segments Needs vs. Functions Business Models User Requirements Corporate Identity Customer Insights Corporate Value Ethnography Corporate Systems Market Studies Corporate Strategy User Stories Innovation Management © Florian Vollmer, 2012 – www.florianvollmer.comTuesday, September 25, 2012
  • 28. Meaningful InnovationTuesday, September 25, 2012
  • 29. Meaningful Innovation User Benefit & Corporate ValueTuesday, September 25, 2012
  • 30. Strategic Design Co-Designing Stakeholder Integration Answering True Needs Corporate Identity Customer Insights Corporate Value Ethnography Corporate Systems Market Studies Corporate Strategy User Stories © Florian Vollmer, 2012 – www.florianvollmer.comTuesday, September 25, 2012
  • 31. Problem SolutionTuesday, September 25, 2012
  • 32. Problem Solution Discovery & ObservationsTuesday, September 25, 2012
  • 33. Problem Solution Discovery & Observations Opportunities & Gap AnalysisTuesday, September 25, 2012
  • 34. Problem Solution Discovery & Observations Opportunities & Prioritization Gap AnalysisTuesday, September 25, 2012
  • 35. Problem Solution Discovery & Observations Opportunities & Prioritization Gap Analysis ModelingTuesday, September 25, 2012
  • 36. Problem Solution Discovery & Observations Refine Opportunities & Prioritization Gap Analysis ModelingTuesday, September 25, 2012
  • 37. Problem Solution Discovery & Prototypes Observations Refine Opportunities & Prioritization Gap Analysis ModelingTuesday, September 25, 2012
  • 38. Tuesday, September 25, 2012
  • 39. Mass CustomizationTuesday, September 25, 2012
  • 40. Mass Customization Distributed ManufacturingTuesday, September 25, 2012
  • 41. Mass Customization Distributed Manufacturing Pay-to-own vs. pay-to-useTuesday, September 25, 2012
  • 42. Mass Customization Distributed Manufacturing Pay-to-own vs. pay-to-use Social EntrepreneurshipTuesday, September 25, 2012
  • 43. Mass Customization Distributed Manufacturing Pay-to-own vs. pay-to-use 3D Printing Social EntrepreneurshipTuesday, September 25, 2012
  • 44. Mass Customization Distributed Manufacturing Pay-to-own vs. pay-to-use 3D Printing Social Entrepreneurship CrowdfundingTuesday, September 25, 2012
  • 45. Mass Customization Disruptive Business Models Distributed Manufacturing Pay-to-own vs. pay-to-use 3D Printing Social Entrepreneurship CrowdfundingTuesday, September 25, 2012
  • 46. Mass Customization Disruptive Business Models Distributed Manufacturing Pay-to-own vs. pay-to-use 3D Printing Social Entrepreneurship Low-threshold distribution CrowdfundingTuesday, September 25, 2012
  • 47. Drivers of Innovation Mass Customization Disruptive Business Models Distributed Manufacturing Pay-to-own vs. pay-to-use 3D Printing Social Entrepreneurship Low-threshold distribution CrowdfundingTuesday, September 25, 2012
  • 48. Tuesday, September 25, 2012
  • 49. visualTuesday, September 25, 2012
  • 50. visual verbalTuesday, September 25, 2012
  • 51. visual quantitative verbalTuesday, September 25, 2012
  • 52. visual quantitative qualitative verbalTuesday, September 25, 2012
  • 53. visual quantitative qualitative Adopted from: Tim Plowman, Design Research verbalTuesday, September 25, 2012
  • 54. visual Recording quantitative qualitative Adopted from: Tim Plowman, Design Research verbalTuesday, September 25, 2012
  • 55. visual Recording Artifact Collection quantitative qualitative Adopted from: Tim Plowman, Design Research verbalTuesday, September 25, 2012
  • 56. visual Recording Artifact Collection Model Collection quantitative qualitative Adopted from: Tim Plowman, Design Research verbalTuesday, September 25, 2012
  • 57. visual Recording Artifact Collection Model Collection Observation quantitative qualitative Adopted from: Tim Plowman, Design Research verbalTuesday, September 25, 2012
  • 58. visual Recording Artifact Collection Model Collection Observation Participation quantitative qualitative Adopted from: Tim Plowman, Design Research verbalTuesday, September 25, 2012
  • 59. visual Recording Artifact Collection Model Collection Observation Participation quantitative qualitative Oral Histories Adopted from: Tim Plowman, Design Research verbalTuesday, September 25, 2012
  • 60. visual Recording Artifact Collection Model Collection Observation Participation quantitative qualitative Oral Histories Group Interviews Adopted from: Tim Plowman, Design Research verbalTuesday, September 25, 2012
  • 61. visual Recording Artifact Collection Model Collection Observation Participation quantitative qualitative Archiving Oral Histories Group Interviews Adopted from: Tim Plowman, Design Research verbalTuesday, September 25, 2012
  • 62. visual Recording Artifact Collection Model Collection Observation Participation quantitative qualitative Archiving Oral Histories Group Interviews Diaries Adopted from: Tim Plowman, Design Research verbalTuesday, September 25, 2012
  • 63. visual Recording Artifact Collection Model Collection Observation Participation quantitative qualitative Surveys Archiving Oral Histories Group Interviews Diaries Adopted from: Tim Plowman, Design Research verbalTuesday, September 25, 2012
  • 64. visual Recording Artifact Collection Model Collection Statistical Data Observation Participation quantitative qualitative Surveys Archiving Oral Histories Group Interviews Diaries Adopted from: Tim Plowman, Design Research verbalTuesday, September 25, 2012
  • 65. visual Recording Research Artifact Collection Methods Model Collection Statistical Data Observation Participation quantitative qualitative Surveys Archiving Oral Histories Group Interviews Diaries Adopted from: Tim Plowman, Design Research verbalTuesday, September 25, 2012
  • 66. Tuesday, September 25, 2012
  • 67. Summarizing Findings: PersonasTuesday, September 25, 2012
  • 68. Summarizing Findings: PersonasTuesday, September 25, 2012
  • 69. • Enable “serial empathy” • Avoid stereotyping Summarizing • Enable mnemonics Findings: • Focus on actionable Personas traits • Root in research • Text, graphics, visualsTuesday, September 25, 2012
  • 70. SDL – Holistic Innovation Industrial Design 2012, Georgia Institute of Technology www.florianvollmer.com @florianvollmerTuesday, September 25, 2012

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