Innovation By Design -- Organize
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Innovation By Design -- Organize

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

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

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Innovation By Design -- Organize Presentation Transcript

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