New York San Francisco Barcelona

“we brainstormed 100 solutions to your problem.”

!
?
right
possible

why the blue sky
must die
DMI leadership series
august, 2008

can day we received a innovation workshop?
one you help us with ancall…

a look back
to why that
call was made

and it became halo of brand was diminishingpeople’s
the harder for advertising to hold
attention

“Five years ago, Sony charged 44 percent
more for its DVD players than the average
manufacturer. Today, Sony DVD players
cost just 16 percent more than the average.”
“The Decline of Brands” Wired 2004
\"Consumers are more independent than ever. Most do not trust
traditional media -- only 7 percent believe that companies
generally tell the truth in ads.”
“The Essentials of Consumer-Driven Innovation”, Forrester 2006

but other companies had found a way to connect with
their consumers

innovation on the consumer experience was
conducted by a handful of leading companies

their cultures and processes were well suited for
innovation and their specific successes entered people’s
and companies’ consciousness
exclusive well- seamless service, high margins ability to create
designed brands product, packaging for experience powerful new
that create and interface categories in a
demand integration crowded industry

others quickly followed suit and achieved their
own successes

sr.
mgmt.
design middle mgmt.
staff
At this point, however, design was often brought in by product managers
who were familiar with producing new products and services

and the word spread

and innovating for the consumer experience
tipped to the majority

which posed new challenges

sr.
mgmt.
middle mgmt.
staff
now that innovation has become a priority, design engages with
higher level executives (who are rarely designers, but know their
business and often interact with strategic advisors).

business solutions in the form of
design firm sr.
design
mgmt.
middle mgmt.
staff
to connect with these people they must see design opportunities as
business solutions. design must inspire confidence that its solutions
address business’ concerns.

and we have to answer bigger business questions
how can we offer what technologies enable
how do we use our who should we
what others don’t? the desired experience?
brand to create a connect with?
distinct experience?
how do we make it?
how can it build our how can we connect
business? with them?
brand & biz. competition technology & manufacturing people

and the leading innovators continue to lead and
tackle more complex challenges that tie together
bigger parts of their business

our challenge is to find the right solution

100s of sketches with out-of-the-box thinking won’t cut it.

! when design suggests that the
opportunity is ‘here!’,
it had better be informed.

how to
answer
this new
challenge

assess tolerance for innovation

*
*sony’s sunrise to sunset model

new platform innovation or experience innovation?

where can the brand go?
counters fixtures self
floors accessories

understand realities

see how people live with your own eyes

understand what people do, what tools they use and how they feel

pull information
don’t just observe to
push new ideas to see how they fit into people’s lives

outside of your category
know the experiences that set their expectations
Precision
Excitement
Simple
Fun Rugged
Sophisticated
Construction
Street
Utilitarian
Honesty
Process
Engineered
Appreciation
Functionality

tough, built, fast
mixed materials
obvious
controls
thrilling
bold activation
expressive
recognize that past experiences influenced them too.

realize what it will take to succeed on the shelf
1st Read- 10 ft. 3rd Read- 0 ft.
2nd Read- 2 ft.
ATTRACTS SELLS ME ON PRODUCT REINFORCES

understand what it will take to succeed (beyond your task)
ne ac
pu w ce
in f se
rch us se ss
or t-u e rvi
as or
m p ie
ce
e s
s

integrate disciplines

complex*
consultant
client partner
*adapted from humantific graph
simple

the right mix is important

walls between disciplines
will it support
the business?
client business
how can it be
analyst
what do we make?
great?
strategist
designer

walls between disciplines
will it support
the business?
business
analyst
engineer
how can it be
brought to
market?

gain a holistic perspective on the solution
business
analyst
*
designer
strategist
engineer

show the complete opportunity

build a path to the vision

shift is often too radical to get implemented
today vision
you’re starting create a
reality compelling
reason to go
here

step out for successful implementation
today step 1 step 2 vision
extends the brand
you’re starting within the brand’s may transform
reality range the perception
demands new of the brand
behaviors
complements and/or the
current behaviors category
requires success to
open up more shelf
quick-to-market may demand
space
tech. & new behaviors,
manufacturing technologies
newer technology or and complex
more complex manufacturing
manufacturing

guide decision-making

many decisions get made by talking

spoken words are murky and
can be hard to follow
with vague communication,
it can be hard for a group to
make a clear decision

making the options visual and
clear helps make easier and more
informed decisions

brand fit of estimate
the family sales
ability to work
time to
as a family
market

and provide further guidance

high
‘drivers’
‘good but expected’
relevance
‘neutrals’ ‘fool’s gold’
low
low high
difference

summary

summary of approaches for getting it right
assess tolerance for innovation
understand realities
integrate disciplines
build a path to the vision
guide decision-making

New York San Francisco Barcelona