Innovation By Design -- Organize

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This is the last part of the 5-part presentation on designing innovations.

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Innovation By Design -- Organize

  1. 1. introduction context attitude methods organize Friday, February 19, 2010
  2. 2. innovation is an inherently organization problem Friday, February 19, 2010
  3. 3. organization fails to innovate not because of lack of good ideas Friday, February 19, 2010
  4. 4. most organizations are designed not to innovate, but to produce Friday, February 19, 2010
  5. 5. innovations are seen as activities Friday, February 19, 2010
  6. 6. by selected few Friday, February 19, 2010
  7. 7. for a short period of time Friday, February 19, 2010
  8. 8. Friday, February 19, 2010
  9. 9. product evolution Friday, February 19, 2010
  10. 10. juggling three balls People Business Technology (culture & (structure & (products & behaviors) strategy) services) bouncing separately Friday, February 19, 2010
  11. 11. keep them in sync Friday, February 19, 2010
  12. 12. a story of IDEO Friday, February 19, 2010
  13. 13. Friday, February 19, 2010
  14. 14. Sony Case Friday, February 19, 2010
  15. 15. what was the symptom of the problem Friday, February 19, 2010
  16. 16. why could not Sony build “walkman” iPod? Friday, February 19, 2010
  17. 17. strong product organizations Friday, February 19, 2010
  18. 18. fiefdoms Friday, February 19, 2010
  19. 19. language Friday, February 19, 2010
  20. 20. mental model Friday, February 19, 2010
  21. 21. innovation processes Friday, February 19, 2010
  22. 22. Sony is not alone in this struggle Friday, February 19, 2010
  23. 23. the problem of organization becoming Friday, February 19, 2010
  24. 24. creates new competitive space with new customers and competitors Friday, February 19, 2010
  25. 25. personal personal computer calculator potential   new  market  through   expansion  of  meanings of  computers Friday, February 19, 2010
  26. 26. fundamental questions that all leading companies are asking Friday, February 19, 2010
  27. 27. who’s your customer? Friday, February 19, 2010
  28. 28. what do you sell? Friday, February 19, 2010
  29. 29. who are you? Friday, February 19, 2010
  30. 30. the history of the phone Friday, February 19, 2010
  31. 31. Friday, February 19, 2010
  32. 32. Friday, February 19, 2010
  33. 33. Friday, February 19, 2010
  34. 34. Friday, February 19, 2010
  35. 35. Friday, February 19, 2010
  36. 36. Friday, February 19, 2010
  37. 37. Friday, February 19, 2010
  38. 38. Friday, February 19, 2010
  39. 39. what are you designing now? Friday, February 19, 2010
  40. 40. NOT just product design problems Friday, February 19, 2010
  41. 41. organization design problems Friday, February 19, 2010
  42. 42. NTT DoCoMo Friday, February 19, 2010
  43. 43. the 2nd largest company in Japan Friday, February 19, 2010
  44. 44. mobile phone services Friday, February 19, 2010
  45. 45. phone needs to be more than a phone Friday, February 19, 2010
  46. 46. phone that gives “joy” Friday, February 19, 2010
  47. 47. i-mode Friday, February 19, 2010
  48. 48. phone as a wallet Friday, February 19, 2010
  49. 49. phone as an e-mail Friday, February 19, 2010
  50. 50. phone 67% e-mail 100% web 67% Friday, February 19, 2010
  51. 51. most popular application JR time table Friday, February 19, 2010
  52. 52. DoCoMo a bank? Friday, February 19, 2010
  53. 53. is a mobile phone a phone? Friday, February 19, 2010
  54. 54. life style infrastructure Friday, February 19, 2010
  55. 55. perfect incompleteness Friday, February 19, 2010
  56. 56. heterogeneity Friday, February 19, 2010
  57. 57. 7:3 Friday, February 19, 2010
  58. 58. 2 questions Friday, February 19, 2010
  59. 59. identity Friday, February 19, 2010
  60. 60. innovation is a question of identity Friday, February 19, 2010
  61. 61. is Nike a computer company? Friday, February 19, 2010
  62. 62. is Apple a shoe company? Friday, February 19, 2010
  63. 63. or does it matter? Friday, February 19, 2010
  64. 64. the story of Erco Light Friday, February 19, 2010
  65. 65. 1st generation: light bulbs Friday, February 19, 2010
  66. 66. 2nd generation: lighting solutions Friday, February 19, 2010
  67. 67. 3rd generation: tune the lights Friday, February 19, 2010
  68. 68. radical restructuring Friday, February 19, 2010
  69. 69. from 2200 processes Friday, February 19, 2010
  70. 70. 2 processes Friday, February 19, 2010
  71. 71. launching a project managing a project Friday, February 19, 2010
  72. 72. new digital infrastructure Friday, February 19, 2010
  73. 73. change of culture and people Friday, February 19, 2010
  74. 74. thing-focused people Friday, February 19, 2010
  75. 75. verb-focused people Friday, February 19, 2010
  76. 76. 3 years 12 million euro Friday, February 19, 2010
  77. 77. 1 year payback 18-20% productivity gain Friday, February 19, 2010
  78. 78. structure Friday, February 19, 2010
  79. 79. how are you going to organize yourself? Friday, February 19, 2010
  80. 80. about 42 people about 6 people Friday, February 19, 2010
  81. 81. who you are is what you design Friday, February 19, 2010
  82. 82. designing of continuing innovation a gallery of structures Friday, February 19, 2010
  83. 83. innovations require both specialized expertise and integrations of knowledge Friday, February 19, 2010
  84. 84. ideally, Functional focus Product/Customer focus Geographic focus Friday, February 19, 2010
  85. 85. in reality, Functional focus Product/Customer focus Geographic focus Friday, February 19, 2010
  86. 86. leadership should focus their energy on Functional focus Product/Customer focus Geographic focus Friday, February 19, 2010
  87. 87. Friday, February 19, 2010
  88. 88. “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.” Friday, February 19, 2010
  89. 89. “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 Friday, February 19, 2010
  90. 90. Apple’s   solution Friday, February 19, 2010
  91. 91. deep collaboration Friday, February 19, 2010
  92. 92. cross pollination Friday, February 19, 2010
  93. 93. concurrent engineering Friday, February 19, 2010
  94. 94. design engineering manufacturing Friday, February 19, 2010
  95. 95. design engineering manufacturing Friday, February 19, 2010
  96. 96. not all project teams are created equal 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 Friday, February 19, 2010
  97. 97. Functional   “Light  weight”  teams focus “Heavy  weight”  teams “Tiger”  teams Product/ Customer focus Friday, February 19, 2010
  98. 98. other  alternatives Matrices: Functional   Everyone  has  “two  bosses”: both  functions  and  products/ focus customers  have  line  authority Centers  of  excellence: Different  parts  of  the  Mirm are  organized  in  different ways:  line  authority  is split Geographic Product  focus focus Friday, February 19, 2010
  99. 99. IBM OneIBM with global matrix Friday, February 19, 2010
  100. 100. matrix organization Function 1 Function 2 Function 3 Friday, February 19, 2010
  101. 101. NASA OneNASA with centers of excellence Friday, February 19, 2010
  102. 102. centers  of  excellence Function 1 Function 2 Function 3 Friday, February 19, 2010
  103. 103. HP Front  and  Back Friday, February 19, 2010
  104. 104. consumer Computers market enterprise non-computing market Friday, February 19, 2010
  105. 105. importance of aligning incentive and power Friday, February 19, 2010
  106. 106. there is no silver bullet Friday, February 19, 2010
  107. 107. 23 practical suggestions Friday, February 19, 2010
  108. 108. 1. put design as a part of every strategic discussion Friday, February 19, 2010
  109. 109. 2. have designers in every project and let them visualize what you think Friday, February 19, 2010
  110. 110. 3. encourage people to draw their ideas Friday, February 19, 2010
  111. 111. 4. ban bullet point presentations and let them tell the stories Friday, February 19, 2010
  112. 112. 5. prototype, prototype, prototype Friday, February 19, 2010
  113. 113. 6. invite top designers from different field and have a company-wide talk Friday, February 19, 2010
  114. 114. 7. create design award Friday, February 19, 2010
  115. 115. 8. create the position of Chief Design Officer Friday, February 19, 2010
  116. 116. 9. keep a design notebook Friday, February 19, 2010
  117. 117. 10. develop internal Flickr to share photos of everyday experiences Friday, February 19, 2010
  118. 118. 11. develop a design wiki Friday, February 19, 2010
  119. 119. 12. set up design cops and remove all the ugly ones (anything) Friday, February 19, 2010
  120. 120. 13. insist multiple models Friday, February 19, 2010
  121. 121. 14. search for verbs -- replace your nouns with verbs Friday, February 19, 2010
  122. 122. 15. share the fish moment Friday, February 19, 2010
  123. 123. 16. reward the most obnoxious customers Friday, February 19, 2010
  124. 124. 17. reward rebels Friday, February 19, 2010
  125. 125. 18. reward spectacular failure and punish mediocre success -- Tom Peters Friday, February 19, 2010
  126. 126. 19. training design principles and design methods -- to everyone starting from the top Friday, February 19, 2010
  127. 127. 20. keep reinventing the wheel Friday, February 19, 2010
  128. 128. 21. give your employees unforgettable experiences Friday, February 19, 2010
  129. 129. 22. let employees design their own space Friday, February 19, 2010
  130. 130. 23. keep it fun Friday, February 19, 2010
  131. 131. conclusion Friday, February 19, 2010
  132. 132. world-makers Friday, February 19, 2010
  133. 133. artificial world Friday, February 19, 2010
  134. 134. clumsy place Friday, February 19, 2010
  135. 135. tinkering with it Friday, February 19, 2010
  136. 136. re-invent it Friday, February 19, 2010
  137. 137. drawing on “unhappy consciousness” Friday, February 19, 2010
  138. 138. ability to think what is NOT there Friday, February 19, 2010
  139. 139. thinking plausible future Friday, February 19, 2010
  140. 140. to leave the world as a better place to live than we found it Friday, February 19, 2010
  141. 141. moral responsibility Friday, February 19, 2010
  142. 142. what is possible Friday, February 19, 2010
  143. 143. what is desirable Friday, February 19, 2010
  144. 144. Friday, February 19, 2010
  145. 145. youngjin.yoo@temple.edu Friday, February 19, 2010

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