Innovation by design

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Innovation by design

  1. 1. innovation by design © copyright 2006, youngjin yoo 1
  2. 2. 0.0 © copyright 2006, youngjin yoo 2
  3. 3. youngjin yoo http://yoo.cwru.edu © copyright 2006, youngjin yoo 3
  4. 4. innovation © copyright 2006, youngjin yoo 4
  5. 5. information infrastructure © copyright 2006, youngjin yoo 5
  6. 6. ubiquitous information environments © copyright 2006, youngjin yoo 6
  7. 7. 0.1 © copyright 2006, youngjin yoo 7
  8. 8. two ideas © copyright 2006, youngjin yoo 8
  9. 9. first idea: how to find innovation idaes that are not obvious © copyright 2006, youngjin yoo 9
  10. 10. “If I had asked my customers what they wanted, they’d have said a faster horse” -- Henry Ford © copyright 2006, youngjin yoo 10
  11. 11. Maturity Performance Disruption Takeoff Ferment Time © copyright 2006, youngjin yoo 11
  12. 12. how to spot the next curve in knowledge economy? © copyright 2006, youngjin yoo 12
  13. 13. the problem of innovations © copyright 2006, youngjin yoo 13
  14. 14. © copyright 2006, youngjin yoo 14
  15. 15. © copyright 2006, youngjin yoo 15
  16. 16. assumption: innovation is different from creativity © copyright 2006, youngjin yoo 16
  17. 17. innovation is a result of systematic, organized, and disciplined efforts © copyright 2006, youngjin yoo 17
  18. 18. the morning is about methods © copyright 2006, youngjin yoo 18
  19. 19. second idea: how to organize to continue to innovate © copyright 2006, youngjin yoo 19
  20. 20. afternoon: structure technology culture © copyright 2006, youngjin yoo 20
  21. 21. 1.0 © copyright 2006, youngjin yoo 21
  22. 22. what is the most famous innovation over the last three years? © copyright 2006, youngjin yoo 22
  23. 23. © copyright 2006, youngjin yoo 23
  24. 24. since 2001 42,000,000 iPods 850,000,000 songs 8,000,000 videos © copyright 2006, youngjin yoo 24
  25. 25. 14 million iPods in a quarter © copyright 2006, youngjin yoo 25
  26. 26. 108 iPods per minute 3 million songs per day © copyright 2006, youngjin yoo 26
  27. 27. There are many MP3 players and iPod clones. But none of them copied its success. Why? © copyright 2006, youngjin yoo 27
  28. 28. © copyright 2006, youngjin yoo 28
  29. 29. multiple meanings © copyright 2006, youngjin yoo 29
  30. 30. buy it © copyright 2006, youngjin yoo 30
  31. 31. take it © copyright 2006, youngjin yoo 31
  32. 32. watch it © copyright 2006, youngjin yoo 32
  33. 33. from things to actions © copyright 2006, youngjin yoo 33
  34. 34. 1.1 © copyright 2006, youngjin yoo 34
  35. 35. deep changes in the economy © copyright 2006, youngjin yoo 35
  36. 36. CFO of the year © copyright 2006, youngjin yoo 36
  37. 37. CFO magazine © copyright 2006, youngjin yoo 37
  38. 38. 1998 - Scott Sullivan WorldCom © copyright 2006, youngjin yoo 38
  39. 39. 1999 - Andrew Fastow Enron © copyright 2006, youngjin yoo 39
  40. 40. 2000 - Mark Swartz Tyco © copyright 2006, youngjin yoo 40
  41. 41. sponsor - arthur andresen © copyright 2006, youngjin yoo 41
  42. 42. ethical issue? © copyright 2006, youngjin yoo 42
  43. 43. fundamental shifts in the economy © copyright 2006, youngjin yoo 43
  44. 44. from industrial economy to knowledge economy © copyright 2006, youngjin yoo 44
  45. 45. from things to meanings © copyright 2006, youngjin yoo 45
  46. 46. 1.2 © copyright 2006, youngjin yoo 46
  47. 47. one more personal example © copyright 2006, youngjin yoo 47
  48. 48. Yu-Gi-Oh Economy Trading card GameBoy pack Movie TV series Toys On-line game © copyright 2006, youngjin yoo 48
  49. 49. more than just cards © copyright 2006, youngjin yoo 49
  50. 50. connections create unique experiences © copyright 2006, youngjin yoo 50
  51. 51. knowledge economy © copyright 2006, youngjin yoo 51
  52. 52. from possessions to connections © copyright 2006, youngjin yoo 52
  53. 53. from having to experiences © copyright 2006, youngjin yoo 53
  54. 54. from nouns to verbs © copyright 2006, youngjin yoo 54
  55. 55. from single meanings to multiple meanings © copyright 2006, youngjin yoo 55
  56. 56. from or to and © copyright 2006, youngjin yoo 56
  57. 57. from foreground to background © copyright 2006, youngjin yoo 57
  58. 58. 1.3 © copyright 2006, youngjin yoo 58
  59. 59. physical elements no yes no traditional goods intangible elements knowledge yes service products products © copyright 2006, youngjin yoo 59
  60. 60. Starbucks vs. Dunkin’ Donuts © copyright 2006, youngjin yoo 60
  61. 61. Lous Vuitton vs. grocery bag © copyright 2006, youngjin yoo 61
  62. 62. Mon Blanc vs. Bic © copyright 2006, youngjin yoo 62
  63. 63. solution selling IBM UPS Rockwell Automation Parker Hannifin © copyright 2006, youngjin yoo 63
  64. 64. products with layers of knowledge © copyright 2006, youngjin yoo 64
  65. 65. what is your company’s iPod? © copyright 2006, youngjin yoo 65
  66. 66. it takes a paradigm shift © copyright 2006, youngjin yoo 66
  67. 67. © copyright 2006, youngjin yoo 67
  68. 68. 2.0 © copyright 2006, youngjin yoo 68
  69. 69. Netflex vs. Blockbuster © copyright 2006, youngjin yoo 69
  70. 70. 2.1 © copyright 2006, youngjin yoo 70
  71. 71. what do they sell? © copyright 2006, youngjin yoo 71
  72. 72. video vs. experiences © copyright 2006, youngjin yoo 72
  73. 73. different meanings of video rental experiences © copyright 2006, youngjin yoo 73
  74. 74. opens up new innovation possibilities © copyright 2006, youngjin yoo 74
  75. 75. requires new combination of resources © copyright 2006, youngjin yoo 75
  76. 76. outside-in approach to innovations © copyright 2006, youngjin yoo 76
  77. 77. most R&D focus on inside-out perspectives © copyright 2006, youngjin yoo 77
  78. 78. how can you see the outside-in opportunities that customers cannot articulate? © copyright 2006, youngjin yoo 78
  79. 79. how can you beat the curse of disruptive innovations? © copyright 2006, youngjin yoo 79
  80. 80. three approaches © copyright 2006, youngjin yoo 80
  81. 81. 2.2 © copyright 2006, youngjin yoo 81
  82. 82. understanding the hierarchy of innovation © copyright 2006, youngjin yoo 82
  83. 83. Maturity Performance Disruption Takeoff Ferment Time © copyright 2006, youngjin yoo 83
  84. 84. innovations in computer industry Mobile Computers Personal Computers Performance Micro computers Main frame Time © copyright 2006, youngjin yoo 84
  85. 85. disruptive innovation is not as disruptive as it looks when you focus on parts © copyright 2006, youngjin yoo 85
  86. 86. Number of Transistors Per Chip 1000000000 100000000 Number of Transistors 10000000 1000000 100000 Microprocessors 10000 1000 Logic Chips 100 10 1 59 83 65 70 73 78 85 93 99 02 19 19 19 19 19 19 19 19 19 20 Source: (Moore, 2004) Year © copyright 2006, youngjin yoo 86
  87. 87. Declining Feature Size of Semiconductors 100 Micrometers (Microns) 10 Feature length 1 Junction Depth 0.1 Gate Oxide 0.01 Thickness 0.001 1960 1970 1980 1990 2000 Year © copyright 2006, youngjin yoo 87
  88. 88. Growth in Hard Disk Recording Density 10000000 1000000 Recording Density 100000 10000 1000 100 10 1 1957 1962 1967 1977 1982 1987 1992 1997 Year © copyright 2006, youngjin yoo 88
  89. 89. © copyright 2006, youngjin yoo 89
  90. 90. radical distruptive innovations comes from novel combinations of parts that are following linear innovation paths © copyright 2006, youngjin yoo 90
  91. 91. new combinations of parts offer meanings of the product © copyright 2006, youngjin yoo 91
  92. 92. creates new competitive space with new customers and competitors © copyright 2006, youngjin yoo 92
  93. 93. personal personal computer calculator potential new market through expansion of meanings of computers © copyright 2006, youngjin yoo 93
  94. 94. portable mp3 CD player players potential new market through expansion of meanings of computers © copyright 2006, youngjin yoo 94
  95. 95. incumbents are not well equipped to see the new meanings, failing to capture the opportunity © copyright 2006, youngjin yoo 95
  96. 96. 2.3 © copyright 2006, youngjin yoo 96
  97. 97. focus on the meanings not the product in thinking about the innovations © copyright 2006, youngjin yoo 97
  98. 98. if you are the product manager of Tide, how would you create the Tide killer? © copyright 2006, youngjin yoo 98
  99. 99. asking right questions © copyright 2006, youngjin yoo 99
  100. 100. Q: why do you use Tide? A: to have clean cloth © copyright 2006, youngjin yoo 100
  101. 101. product-focused question © copyright 2006, youngjin yoo 101
  102. 102. Q: what do you mean by clean cloth? © copyright 2006, youngjin yoo 102
  103. 103. meaning-focused question unlocks the door for product innovations © copyright 2006, youngjin yoo 103
  104. 104. no dirt clean color fresh smell ready for important meeting soft fabric © copyright 2006, youngjin yoo 104
  105. 105. multiple meanings of experiences © copyright 2006, youngjin yoo 105
  106. 106. physical cognitive social cultural © copyright 2006, youngjin yoo 106
  107. 107. who is your customer © copyright 2006, youngjin yoo 107
  108. 108. when and where © copyright 2006, youngjin yoo 108
  109. 109. what do they do before and after © copyright 2006, youngjin yoo 109
  110. 110. customer experience map Activities Actor A Current experience Actor B Actor C © copyright 2006, youngjin yoo 110
  111. 111. where do you get these ideas? © copyright 2006, youngjin yoo 111
  112. 112. Design Methods • Ask • Watch • Learn • Try © copyright 2006, youngjin yoo 112
  113. 113. Ask • Cognitive Maps • Scenario Cards • Conceptual Landscaping • Visual Journals • Customer Experiences • Narrative • Extreme User Interviews • Personal Archaeology © copyright 2006, youngjin yoo 113
  114. 114. Watch • Behavioral Mapping • A Day in the Life • Fly on the Wall • Immersion / Shadowing • Video / Photo Journal © copyright 2006, youngjin yoo 114
  115. 115. Learn • Cognitive Task Analysis • Profiling the Users • Affinity Diagrams • Competitive Product Survey • Cross-cultural Observations • Historical Analysis • Activity Analysis • Scenarios • Error Analysis • Flow Analysis © copyright 2006, youngjin yoo 115
  116. 116. Try • Paper prototype • Multiple Model with different scale • Bodystorming • Try it yourself • Role Playing • Rapid Prototyping • Rewriting Narratives © copyright 2006, youngjin yoo 116
  117. 117. two most important methods © copyright 2006, youngjin yoo 117
  118. 118. observation © copyright 2006, youngjin yoo 118
  119. 119. prototyping © copyright 2006, youngjin yoo 119
  120. 120. not to collect data but to get inspired © copyright 2006, youngjin yoo 120
  121. 121. not to converge but to open up new possibilities © copyright 2006, youngjin yoo 121
  122. 122. to understand the context and background in order to innovate foreground © copyright 2006, youngjin yoo 122
  123. 123. © copyright 2006, youngjin yoo 123
  124. 124. 2.4 © copyright 2006, youngjin yoo 124
  125. 125. small group exercise © copyright 2006, youngjin yoo 125
  126. 126. the meanings of keychain © copyright 2006, youngjin yoo 126
  127. 127. what’re on your keychain? © copyright 2006, youngjin yoo 127
  128. 128. 2.5 © copyright 2006, youngjin yoo 128
  129. 129. analyzing the innovation space © copyright 2006, youngjin yoo 129
  130. 130. 1. Business model 5. Product performance how the enterprise makes money basic features, performance and functionality 2. Networking 6. Product system enterprise’s structure/ extended system that surrounds an offering value chain 7. Service how you service your customers Finance Process. Offering Delivery Business Networking Enabling Core Product Product Service Channel Brand Customer model process process performance system experience 8. Channel how you connect your offerings 3. Enabling process to your customers assembled capabilities 9. Brand how you express your offering’s 4. Core process benefit to customers proprietary processes that add value 10. Customer experience how you create an overall experience for customers Source: Doblin Consulting © copyright 2006, youngjin yoo 130
  131. 131. Target Story • More space for info • Flat space for easier readability • Space for individual comments • Clear visual hierarchy • Sleeve for patient info card to differentiate really important vs required • Color coded neck rings for information different patients © copyright 2006, youngjin yoo 131
  132. 132. 2.6 © copyright 2006, youngjin yoo 132
  133. 133. summary © copyright 2006, youngjin yoo 133
  134. 134. the big idea © copyright 2006, youngjin yoo 134
  135. 135. how to spot next breakthrough innovation opportunity? © copyright 2006, youngjin yoo 135
  136. 136. outside-in © copyright 2006, youngjin yoo 136
  137. 137. customer driven © copyright 2006, youngjin yoo 137
  138. 138. seeking multiple meanings of your product © copyright 2006, youngjin yoo 138
  139. 139. understanding the hierarchy of innovations © copyright 2006, youngjin yoo 139
  140. 140. applying design methods to understand meanings © copyright 2006, youngjin yoo 140
  141. 141. understanding innovation space © copyright 2006, youngjin yoo 141
  142. 142. 3.1 © copyright 2006, youngjin yoo 142
  143. 143. Sony Case Discussion © copyright 2006, youngjin yoo 143
  144. 144. what was the symptom of the problem © copyright 2006, youngjin yoo 144
  145. 145. why could not Sony build “walkman” iPod? © copyright 2006, youngjin yoo 145
  146. 146. strong product organizations © copyright 2006, youngjin yoo 146
  147. 147. fiefdoms © copyright 2006, youngjin yoo 147
  148. 148. language © copyright 2006, youngjin yoo 148
  149. 149. mental model © copyright 2006, youngjin yoo 149
  150. 150. innovation processes © copyright 2006, youngjin yoo 150
  151. 151. Sony is not alone in this struggle © copyright 2006, youngjin yoo 151
  152. 152. IBM OneIBM © copyright 2006, youngjin yoo 152
  153. 153. NASA OneNASA © copyright 2006, youngjin yoo 153
  154. 154. Nestle OneNestle © copyright 2006, youngjin yoo 154
  155. 155. HP Front and Back © copyright 2006, youngjin yoo 155
  156. 156. Technology Organizational Innovation Innovation Institutional Innovation © copyright 2006, youngjin yoo 156
  157. 157. 3.2 © copyright 2006, youngjin yoo 157
  158. 158. © copyright 2006, youngjin yoo 158
  159. 159. © copyright 2006, youngjin yoo 159
  160. 160. who killed it? © copyright 2006, youngjin yoo 160
  161. 161. organization kills ideas © copyright 2006, youngjin yoo 161
  162. 162. why organization is the problem? © copyright 2006, youngjin yoo 162
  163. 163. detour: a brief history (1) Single business with a function structure CEO Human Resources Finance New Products Operations Marketing Sales © copyright 2006, youngjin yoo 163
  164. 164. detour: a brief history (2) A diversification strategy with a product or a market structure CEO Human Resources Finances Staffs IT Division A Division B Functions Functions © copyright 2006, youngjin yoo 164
  165. 165. detour: a brief history (3) A international strategy with a division+international structure CEO Functions Staffs Divisions International Functions Countries © copyright 2006, youngjin yoo 165
  166. 166. detour: a brief history (4) A customer-oriented strategy with a multi-dimensional structure CEO Functions Staffs Divisions International Customer Functions Countries Global accounts © copyright 2006, youngjin yoo 166
  167. 167. innovations require both specialized expertise and integrations of knowledge © copyright 2006, youngjin yoo 167
  168. 168. ideally, Functional focus Product/Customer focus Geographic focus © copyright 2006, youngjin yoo 168
  169. 169. in reality, Functional focus Product/Customer focus Geographic focus © copyright 2006, youngjin yoo 169
  170. 170. innovation strategy should focus on Functional focus Product/Customer focus Geographic focus © copyright 2006, youngjin yoo 170
  171. 171. managing the tension between the two © copyright 2006, youngjin yoo 171
  172. 172. the problem of knowledge © copyright 2006, youngjin yoo 172
  173. 173. situated © copyright 2006, youngjin yoo 173
  174. 174. contextualized © copyright 2006, youngjin yoo 174
  175. 175. multiple meanings © copyright 2006, youngjin yoo 175
  176. 176. customer © copyright 2006, youngjin yoo 176
  177. 177. Integrated Knowledge Infrastructure solution A solution B © copyright 2006, youngjin yoo 177
  178. 178. leadership providing design vision © copyright 2006, youngjin yoo 178
  179. 179. organization structure © copyright 2006, youngjin yoo 179
  180. 180. technology platform © copyright 2006, youngjin yoo 180
  181. 181. culture © copyright 2006, youngjin yoo 181
  182. 182. 3.2.1 © copyright 2006, youngjin yoo 182
  183. 183. “What happened was, the designers came up with this really great idea. Then they take it to the engineers, and the engineers go, ‘Nah, we can’t do that. That’s impossible.’ And so it gets a lot worse. Then they take it to the manufacturing people, and they go, ‘We can’t build that!’ And it gets a lot worse.” Steve Jobs, Oct 14, 2005, in Time © copyright 2006, youngjin yoo 183
  184. 184. Apple’s solution © copyright 2006, youngjin yoo 184
  185. 185. deep collaboration © copyright 2006, youngjin yoo 185
  186. 186. cross pollination © copyright 2006, youngjin yoo 186
  187. 187. concurrent engineering © copyright 2006, youngjin yoo 187
  188. 188. design engineering manufacturing © copyright 2006, youngjin yoo 188
  189. 189. design engineering manufacturing © copyright 2006, youngjin yoo 189
  190. 190. when there are more than one product organizations © copyright 2006, youngjin yoo 190
  191. 191. alternative project structures Functional structure Lightweight team Market Concept Heavyweight team Autonomous, “tiger” team Market Concept Market Concept Source: Kim Clark and Steven Wheelwright Revolutionizing New Product Development © copyright 2006, youngjin yoo 191
  192. 192. Functional “Light weight” teams focus “Heavy weight” teams “Tiger” teams Product/ Customer focus © copyright 2006, youngjin yoo 192
  193. 193. two other alternatives Matrices: Functional Everyone has “two bosses”: focus both functions and products/ customers have line authority Centers of excellence: Different parts of the firm are organized in different ways: line authority is split Geographic Product focus focus © copyright 2006, youngjin yoo 193
  194. 194. matrix organization Function 1 Function 2 Function 3 © copyright 2006, youngjin yoo 194
  195. 195. centers of excellence Function 1 Function 2 Function 3 © copyright 2006, youngjin yoo 195
  196. 196. importance of aligning incentive and power © copyright 2006, youngjin yoo 196
  197. 197. there is no silver bullet © copyright 2006, youngjin yoo 197
  198. 198. 3.3 © copyright 2006, youngjin yoo 198
  199. 199. from organization design to organization designing © copyright 2006, youngjin yoo 199
  200. 200. projects as the generative mechanisms for knowledge integrations © copyright 2006, youngjin yoo 200
  201. 201. investing on people © copyright 2006, youngjin yoo 201
  202. 202. building “T” people © copyright 2006, youngjin yoo 202
  203. 203. tension between the logic of familiarity and the logic of variety © copyright 2006, youngjin yoo 203
  204. 204. what killed Segaway? © copyright 2006, youngjin yoo 204
  205. 205. why Rokr did not succeed? © copyright 2006, youngjin yoo 205
  206. 206. why did Walkman succeed? © copyright 2006, youngjin yoo 206
  207. 207. How does Frank Gehry organize his organization to consistently deliver remarkable buildings that are distinctive yet all bear his design character? It is a balance between familiarity and variety. © copyright 2006, youngjin yoo 207
  208. 208. Gestalt of Organization Designing • Cognitive Psychology • Music • Product Design • Organization Design • Notion of family resemblance © copyright 2006, youngjin yoo 208
  209. 209. © copyright 2006, youngjin yoo 209
  210. 210. © copyright 2006, youngjin yoo 210
  211. 211. © copyright 2006, youngjin yoo 211
  212. 212. © copyright 2006, youngjin yoo 212
  213. 213. Four Very Different Projects Projects Owner Funding Time Size Cost Barcelona Fish Olympic committee Public 6 months 180 ft x 115 ft $2.2 M Bilbao Basque govern’t Public 1991- 1997 2 $127.5 M 256 K ft EMP Paul Allen Private 1995- 2000 2 $110 M 140 K ft PBL CWRU Donor + University 1997- 2002 2 $61.7 M 150 K ft © copyright 2006, youngjin yoo 213
  214. 214. four different conditions © copyright 2006, youngjin yoo 214
  215. 215. four different sets of available resources © copyright 2006, youngjin yoo 215
  216. 216. four different purposes © copyright 2006, youngjin yoo 216
  217. 217. without losing your identity © copyright 2006, youngjin yoo 217
  218. 218. 3.3.1 © copyright 2006, youngjin yoo 218
  219. 219. Gehry’s Design Practice © copyright 2006, youngjin yoo 219
  220. 220. it begins with © copyright 2006, youngjin yoo 220
  221. 221. © copyright 2006, youngjin yoo 221
  222. 222. vision © copyright 2006, youngjin yoo 222
  223. 223. dream image © copyright 2006, youngjin yoo 223
  224. 224. what makes you to be in the business © copyright 2006, youngjin yoo 224
  225. 225. response to customer © copyright 2006, youngjin yoo 225
  226. 226. © copyright 2006, youngjin yoo 226
  227. 227. © copyright 2006, youngjin yoo 227
  228. 228. © copyright 2006, youngjin yoo 228
  229. 229. © copyright 2006, youngjin yoo 229
  230. 230. © copyright 2006, youngjin yoo 230
  231. 231. © copyright 2006, youngjin yoo 231
  232. 232. © copyright 2006, youngjin yoo 232
  233. 233. © copyright 2006, youngjin yoo 233
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  235. 235. © copyright 2006, youngjin yoo 235
  236. 236. © copyright 2006, youngjin yoo 236
  237. 237. © copyright 2006, youngjin yoo 237
  238. 238. © copyright 2006, youngjin yoo 238
  239. 239. © copyright 2006, youngjin yoo 239
  240. 240. © copyright 2006, youngjin yoo 240
  241. 241. © copyright 2006, youngjin yoo 241
  242. 242. © copyright 2006, youngjin yoo 242
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  250. 250. © copyright 2006, youngjin yoo 250
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  255. 255. © copyright 2006, youngjin yoo 255
  256. 256. © copyright 2006, youngjin yoo 256
  257. 257. © copyright 2006, youngjin yoo 257
  258. 258. © copyright 2006, youngjin yoo 258
  259. 259. © copyright 2006, youngjin yoo 259
  260. 260. © copyright 2006, youngjin yoo 260
  261. 261. © copyright 2006, youngjin yoo 261
  262. 262. © copyright 2006, youngjin yoo 262
  263. 263. © copyright 2006, youngjin yoo 263
  264. 264. © copyright 2006, youngjin yoo 264
  265. 265. © copyright 2006, youngjin yoo 265
  266. 266. 3.3.2 © copyright 2006, youngjin yoo 266
  267. 267. building on information infrastructure © copyright 2006, youngjin yoo 267
  268. 268. centralized database © copyright 2006, youngjin yoo 268
  269. 269. layers of local information © copyright 2006, youngjin yoo 269
  270. 270. modular design © copyright 2006, youngjin yoo 270
  271. 271. same syntax coordinate © copyright 2006, youngjin yoo 271
  272. 272. multiple meaning © copyright 2006, youngjin yoo 272
  273. 273. attending to local contexts © copyright 2006, youngjin yoo 273
  274. 274. while seeing the global © copyright 2006, youngjin yoo 274
  275. 275. intense collaboration © copyright 2006, youngjin yoo 275
  276. 276. no more “throwing papers over the wall” © copyright 2006, youngjin yoo 276
  277. 277. DESIGN CONSTRUCTION ARCHITECT F CONTRACTOR I R E W SUBS A DESIGN CONSULTANTS L L FABRICATORS © copyright 2006, youngjin yoo 277
  278. 278. architect engineer fabricator Central Database sub- contractor contractor © copyright 2006, youngjin yoo 278
  279. 279. other examples © copyright 2006, youngjin yoo 279
  280. 280. what if other people tell me what they know © copyright 2006, youngjin yoo 280
  281. 281. market place of knowledge © copyright 2006, youngjin yoo 281
  282. 282. when I need them © copyright 2006, youngjin yoo 282
  283. 283. del.icio.us © copyright 2006, youngjin yoo 283
  284. 284. flickr.com © copyright 2006, youngjin yoo 284
  285. 285. RSS feed © copyright 2006, youngjin yoo 285
  286. 286. all need strong technology infrastructure © copyright 2006, youngjin yoo 286
  287. 287. 3.4 © copyright 2006, youngjin yoo 287
  288. 288. Buildings gives forms to Architectural Gestalt of Vision organization design The use of Collaborative & representation participative tools project management is projected into the environment by designing Organization Structures for Projects © copyright 2006, youngjin yoo 288
  289. 289. familiarity and variety © copyright 2006, youngjin yoo 289
  290. 290. Fish Project O • Most ideal experiences • First use of Catia -- paperless G • Gave a birth to their organization design gestalt S1 S2 • Becomes a dream image of future projects (a) Fish © copyright 2006, youngjin yoo 290
  291. 291. Bilbao O P7 P6 • Working with public funding and foreign labor P5 P4 G AA P3 • 7 prime contracts P2 • Catia -- for exterior and communication & P1 S4 coordination S3 S1 S2 • Intense collaboration in gallery and exterior (b) Bilbao Gugenheim © copyright 2006, youngjin yoo 291
  292. 292. EMP O T8 • Strong prime contract T7 7 T6 T5 • Key subs were negotiation-based G PC T4 T3 • Catia -- bi-directional flow of information; five key subs using the system S1 S4 S5 • Minium paper-based drawing S6 T2 S2 S3 • Intense collaboration at T2 -- structural steel T1 (c) EMP © copyright 2006, youngjin yoo 292
  293. 293. Weatherhead Building S22 O • Initially reluctant PC S5 • Catia used for design & no tape measures G PC • Class room and metal enclosure were key areas of S4 S1 intense collaborations S2 S3 (d) Peter B. Lewis building © copyright 2006, youngjin yoo 293
  294. 294. design gestalt © copyright 2006, youngjin yoo 294
  295. 295. intense focus on form- giving as means to mobilize resources © copyright 2006, youngjin yoo 295
  296. 296. design attitude © copyright 2006, youngjin yoo 296
  297. 297. © copyright 2006, youngjin yoo 297
  298. 298. liquid vs. crystal © copyright 2006, youngjin yoo 298
  299. 299. multiple models © copyright 2006, youngjin yoo 299
  300. 300. being functional © copyright 2006, youngjin yoo 300
  301. 301. constraints © copyright 2006, youngjin yoo 301
  302. 302. reinventing wheel © copyright 2006, youngjin yoo 302
  303. 303. intensely collaborative © copyright 2006, youngjin yoo 303
  304. 304. building on the image of the past and tradition while creating new path © copyright 2006, youngjin yoo 304
  305. 305. innovation is not done by a lone genius © copyright 2006, youngjin yoo 305
  306. 306. what is the design gestalt of your company? © copyright 2006, youngjin yoo 306
  307. 307. 3.5 © copyright 2006, youngjin yoo 307
  308. 308. big idea © copyright 2006, youngjin yoo 308
  309. 309. two tensions for organizing for innovation © copyright 2006, youngjin yoo 309
  310. 310. tension one: specialization and integration of knowledge © copyright 2006, youngjin yoo 310
  311. 311. organizing principle one: build project-based, customer driven collaborative teams © copyright 2006, youngjin yoo 311
  312. 312. tension two: the logic of familiarity and the logic of variety © copyright 2006, youngjin yoo 312
  313. 313. organizing principle two: build on organizational gestalt © copyright 2006, youngjin yoo 313
  314. 314. market customer engineering design noun verb or and average exception foreground background data inspiration © copyright 2006, youngjin yoo 314
  315. 315. designing interactions within and without organizations as mirror image of each other © copyright 2006, youngjin yoo 315
  316. 316. http://yoo.cwru.edu © copyright 2006, youngjin yoo 316

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