Design Management in Malmö, Sweden, vt 2011 Berghs School of Communication 11th of May 2011 Reference slides by  Martin Wi...
Our vision: Start the  Industrial Revolution 2.0  where humans save our self by creating a sustainable industry
People, planet & profit innovation: Consumption Sustainable  development ” 80% of environmental impact  is decided in the ...
Manager Effective Objective  Organizing   Motivating Operative Rational decisions  Who, what, when? WOW,  I see my part / ...
Manager Effective Objective  Organizing   Motivating Operative Rational decisions  Who, what, when? 0,25x4 ≈ 1 WOW,  I see...
 
 
A  B Predictable, Repeatable, Meaningful (creates, delivers and captures value) Talk business!
Manager Designer Business Segmentation model? Business Model Generation  http://www.slideshare.net/techdude/business-model...
Manager Designer Design Business Effective: logic system Value: emotive driver Business Model Generation  http://www.slide...
“ Businesspeople don’t just need to understand designers better; they need to  become designers .” Roger Martin, Dean, Rot...
The first thing we need to design is the process itself, the basic:  Insight = Action
A  B Predictable,  Repeatable , Meaningful (creates, delivers and captures  short term  value) The world is changing, is t...
Looking forward: Minimazing risk <ul><li>Visualizing challenges and opportunities </li></ul><ul><ul><li>Scenarios like tec...
Looking forward: Organizing Innovation “ Balanced portfolio: today’s long-term project is tomorrow’s core business.” 46% o...
Per Sandberg Accenture  http://www.wbcsd.org/web/vision2050.htm   Business dependence on ecosystem:  Teeb Reports   Lookin...
Crude oil Rare earth metals Ecodesign  directive (EU) The People People  Innovation Window
PwC Swedish “Board Barometer” 2011: CSR and Sustainability on the boardroom agenda. miljoaktuellt.idg.se/polopoly_fs/1.380...
Unite peoples agendas! CEO Needs: •  Embody Creative Leadership  •  Reinvent Customer Relationship Sustainability Officer ...
PEOPLE PEOPLE Do more good, not less bad! INNOVATION
<ul><li>Simple and Clear Everyone needs to see and understand  the scale of the objective. Take position! </li></ul><ul><l...
Use life cycle sketching to frame challenges: http://students.autodesk.com/?nd=sustainable_strategy&course_id=1#introducti...
A  B More  Predictable, Repeatable, Meaningful (creates, delivers and captures  long term   value) The world is big, is th...
Process?
Process? http://www.gogamestorm.com/?page_id=2
Multidisciplinary team?
Shared language?
Creative space?
Prototyping
Problem Solution Underlying needs Benefits Features ” Deep insight into what really  means something”
Problem Solution Product Technology Business USB 3.0 ROI USER ” Deep insight into  what really  means something”
Start with people focus, end with people focus 46% of the resources that companies devote to the conception,  development ...
mirror Empathy as a focusing tool
Design with the user in focus
 
 
Creativity comes from framing the right insights
It just worked!
1998 & 2001 - It just worked!
$1500 * $0.50 *  CPI Adjusted to 2008, original price: $900  http://www.slideshare.net/mikek/device-design-day-information...
” Benefits” http://www.google.com/googlebooks/chrome/index.html
” User need” http://www.google.com/googlebooks/chrome/index.html
Typical problem: Good quality of data & choice architecture, but no prototyping!
50% thinks this is salt The other 50%  thinks this is salt
Get past stereotypes, and kill your assumptions http://www.slideshare.net/AdilsonJardim/empathy-map-poster-3201288 http://...
Left Right L   R L R R L There are no “right or wrong” perspectives
Go outside the office and find real people http://www.ideo.com/work/human-centered-design-toolkit/
Visualize all the people touching you product What their Expectation, Experience and Satisfaction? Time
http://thisisservicedesignthinking.com/post/1276576136/today-wed-like-to-introduce-the-customer-journey
Keep it rolling, until you get it right! ” An iterative process that tends to be cyclical but in practice is flexible and ...
Keep it rolling, until you get it right! ” An iterative process that tends to be cyclical but in practice is flexible and ...
Chaotic ” Explore with collaboration & rapid prototypes” Simple ” Rules of thumb” Complicated ” There are experts” Complex...
“ all models are wrong,  but some are useful” George E. P. Box 1979
Focus! 46% of the resources that companies devote to the conception,  development and launch of new products go to project...
Research & Mapping  Strategy & Design Implementation  & Delivery Foundation for Desire Through ethnographic observation te...
Our vision: Start the  Industrial Revolution 2.0  where humans save our self by creating a sustainable industry
People, planet & profit innovation: Consumption Sustainable  development ” 80% of environmental impact  is decided in the ...
Thank you! (friends in Swedish) http://twitter.com/designmeaning/ http://www.facebook.com/PE0PLEPE0PLE http://www.linkedin...
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Berghs Design Management: Sustainable Innovation

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Key slides from one day education in Design Management focusing on Product Innovation and Sustainable Innovation Management methods developed by People People. Berghs School of Communication is a school located in central Stockholm, Sweden. Every year about 3000 people study strategic and creative educational programs within market communications at several levels and formats.

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  • Hitta trygghet i att man matchar mänskliga beteenden snarare än att man matchar befintliga produkter.
  • Hitta trygghet i att man matchar mänskliga beteenden snarare än att man matchar befintliga produkter.
  • Left and Right
  • Left and Right
  • För vem, mass, niche
  • Pertnerships. Optimization of scale, reduce risk, supplychain, owning resouces,
  • innovationsrådgivare och hållbarhetsexpert. Långsiktigt smart produktutveckling som människor förstår och gillar.
  • innovationsrådgivare och hållbarhetsexpert. Långsiktigt smart produktutveckling som människor förstår och gillar.
  • innovationsrådgivare och hållbarhetsexpert. Långsiktigt smart produktutveckling som människor förstår och gillar.
  • - Det ska vara enkelt att komma igång i arbetet med ledning, styrelse och ägare. - Det ska vara kopplat till organisationens normala affärsprocesser. - Det ska vara kopplat till ett finansiellt värde.
  • - Det ska vara enkelt att komma igång i arbetet med ledning, styrelse och ägare. - Det ska vara kopplat till organisationens normala affärsprocesser. - Det ska vara kopplat till ett finansiellt värde.
  • Empathy
  • Photos of photos
  • New affordances
  • Egna tolkningar Vi lever i en oändligt komplex värld och vi har alla gjort vår egna små kartläggningar av hur den fungerar. 50% tycker att salt ska finnas i behållaren med ett hål, de flesta tycker dessutom att det finns bra anledningar för att tycka så. Vi rationaliserar ofta undermedvetet de vardagliga valen vi gör. Don Norman har skrivit böcker om varför vi t.ex drar i dörren åt fel håll: http://jnd.org/books.html#608
  • One of the main effects of this shift is that in addition to pushing the price, size and energy consumption of the latest CPUs down, it also pushes the price of all previous processing technologies down along with it. For example, at the beginning of the Internet era we had the 486 as the state of the art and it cost $1500 in today’s dollars. It’s the processor that the Web was built for and with. Today, you can buy that same amount of processing power for 50 cents, and it uses only a fraction of the energy. That decrease in price is the same 3 orders of magnitude drop as the increase in speed to 2004. This is not a coincidence, because both are the product of the same underlying technological changes.
  • Egna tolkningar Vi lever i en oändligt komplex värld och vi har alla gjort vår egna små kartläggningar av hur den fungerar. 50% tycker att salt ska finnas i behållaren med ett hål, de flesta tycker dessutom att det finns bra anledningar för att tycka så. Vi rationaliserar ofta undermedvetet de vardagliga valen vi gör. Don Norman har skrivit böcker om varför vi t.ex drar i dörren åt fel håll: http://jnd.org/books.html#608
  • Egna tolkningar Vi lever i en oändligt komplex värld och vi har alla gjort vår egna små kartläggningar av hur den fungerar. 50% tycker att salt ska finnas i behållaren med ett hål, de flesta tycker dessutom att det finns bra anledningar för att tycka så. Vi rationaliserar ofta undermedvetet de vardagliga valen vi gör. Don Norman har skrivit böcker om varför vi t.ex drar i dörren åt fel håll: http://jnd.org/books.html#608
  • Hitta trygghet i att man matchar mänskliga beteenden snarare än att man matchar befintliga produkter.
  • Hitta trygghet i att man matchar mänskliga beteenden snarare än att man matchar befintliga produkter.
  • Berghs Design Management: Sustainable Innovation

    1. 1. Design Management in Malmö, Sweden, vt 2011 Berghs School of Communication 11th of May 2011 Reference slides by Martin Willers 10-12: Business Innovation & CSR 10.00 Introduktion 10.25 Business Innovation 101 11.00 Coffee 11.10 Sustainable Innovation 101 13-16: Innovation & Design 13.00 Design innovation 101 14.00 Innovation / Portfolio management 101 15.00 Product Innovation 101
    2. 2. Our vision: Start the Industrial Revolution 2.0 where humans save our self by creating a sustainable industry
    3. 3. People, planet & profit innovation: Consumption Sustainable development ” 80% of environmental impact is decided in the design phase ” ” 80 % of products fail due to misunderstood needs”
    4. 4. Manager Effective Objective Organizing Motivating Operative Rational decisions Who, what, when? WOW, I see my part / role!
    5. 5. Manager Effective Objective Organizing Motivating Operative Rational decisions Who, what, when? 0,25x4 ≈ 1 WOW, I see my part / role! Designer Creative New perspectives Integrate perspectives Making Optimistic Enriching Cross-fertilizing 1+1 = 3 WOW, I see the vision! Design Manager (find balance)
    6. 8. A B Predictable, Repeatable, Meaningful (creates, delivers and captures value) Talk business!
    7. 9. Manager Designer Business Segmentation model? Business Model Generation http://www.slideshare.net/techdude/business-model-generation
    8. 10. Manager Designer Design Business Effective: logic system Value: emotive driver Business Model Generation http://www.slideshare.net/techdude/business-model-generation Revenue model?
    9. 11. “ Businesspeople don’t just need to understand designers better; they need to become designers .” Roger Martin, Dean, Rotman School of Management
    10. 12. The first thing we need to design is the process itself, the basic: Insight = Action
    11. 13. A B Predictable, Repeatable , Meaningful (creates, delivers and captures short term value) The world is changing, is the business model?
    12. 14. Looking forward: Minimazing risk <ul><li>Visualizing challenges and opportunities </li></ul><ul><ul><li>Scenarios like technology and materials </li></ul></ul><ul><ul><li>Trends like urbanization electric transport </li></ul></ul><ul><ul><li>New bizz-models and emerging markets </li></ul></ul>Looking forward: Minimazing risk 3 year 5 year 10 year
    13. 15. Looking forward: Organizing Innovation “ Balanced portfolio: today’s long-term project is tomorrow’s core business.” 46% of the resources that companies devote to the conception, development and launch of new products go to projects that do not succeed - they fail in the marketplace or never make it to market. Cooper, Robert G., Edgett, Scott J., Kleinschmidt, Elko J. New product portfoliomanagement: Practices and performances, Int. journal of product innovation management 1999
    14. 16. Per Sandberg Accenture http://www.wbcsd.org/web/vision2050.htm Business dependence on ecosystem: Teeb Reports Looking forward: less supply and more demand
    15. 17. Crude oil Rare earth metals Ecodesign directive (EU) The People People Innovation Window
    16. 18. PwC Swedish “Board Barometer” 2011: CSR and Sustainability on the boardroom agenda. miljoaktuellt.idg.se/polopoly_fs/1.380157.1302863459!larsollelarsson.pdf Is your head ahead?
    17. 19. Unite peoples agendas! CEO Needs: • Embody Creative Leadership • Reinvent Customer Relationship Sustainability Officer Needs: • Communicating in the company • Engaging the board of directors The Innovation Window creates a common language that engage more people IBM 2010 Chief Executive Officer Study http://www-935.ibm.com/services/us/ceo/ceostudy2010/index.html Swedish Association of Environmental Managers Survey 2010 http://www.nmc.a.se/se/nmc-enkaten/Miljochefen.html
    18. 20. PEOPLE PEOPLE Do more good, not less bad! INNOVATION
    19. 21. <ul><li>Simple and Clear Everyone needs to see and understand the scale of the objective. Take position! </li></ul><ul><li>Integrate / Don´t add Connect to existing management, don’t ad measurement without meaning. </li></ul><ul><li>Money as the key figure Build the business case. </li></ul>Profitable sustainability?
    20. 22. Use life cycle sketching to frame challenges: http://students.autodesk.com/?nd=sustainable_strategy&course_id=1#introductiontowholesystemsdesign
    21. 23. A B More Predictable, Repeatable, Meaningful (creates, delivers and captures long term value) The world is big, is the innovation?
    22. 24. Process?
    23. 25. Process? http://www.gogamestorm.com/?page_id=2
    24. 26. Multidisciplinary team?
    25. 27. Shared language?
    26. 28. Creative space?
    27. 29. Prototyping
    28. 30. Problem Solution Underlying needs Benefits Features ” Deep insight into what really means something”
    29. 31. Problem Solution Product Technology Business USB 3.0 ROI USER ” Deep insight into what really means something”
    30. 32. Start with people focus, end with people focus 46% of the resources that companies devote to the conception, development and launch of new products go to projects that do not succeed - they fail in the marketplace or never make it to market. PEOPLE PEOPLE
    31. 33. mirror Empathy as a focusing tool
    32. 34. Design with the user in focus
    33. 37. Creativity comes from framing the right insights
    34. 38. It just worked!
    35. 39. 1998 & 2001 - It just worked!
    36. 40. $1500 * $0.50 * CPI Adjusted to 2008, original price: $900 http://www.slideshare.net/mikek/device-design-day-information-is-a-material-5040207 1989 2010 Technology is means to an end!
    37. 41. ” Benefits” http://www.google.com/googlebooks/chrome/index.html
    38. 42. ” User need” http://www.google.com/googlebooks/chrome/index.html
    39. 43. Typical problem: Good quality of data & choice architecture, but no prototyping!
    40. 44. 50% thinks this is salt The other 50% thinks this is salt
    41. 45. Get past stereotypes, and kill your assumptions http://www.slideshare.net/AdilsonJardim/empathy-map-poster-3201288 http://www.slideshare.net/jmacanufo/empathy-map-template-v1
    42. 46. Left Right L R L R R L There are no “right or wrong” perspectives
    43. 47. Go outside the office and find real people http://www.ideo.com/work/human-centered-design-toolkit/
    44. 48. Visualize all the people touching you product What their Expectation, Experience and Satisfaction? Time
    45. 49. http://thisisservicedesignthinking.com/post/1276576136/today-wed-like-to-introduce-the-customer-journey
    46. 50. Keep it rolling, until you get it right! ” An iterative process that tends to be cyclical but in practice is flexible and pragmatic” http://www.core77.com/blog/columns/design_thinking_dear_don__17042. asp 1 2 3
    47. 51. Keep it rolling, until you get it right! ” An iterative process that tends to be cyclical but in practice is flexible and pragmatic” Design of a Household Concept Motivating Sustainable Consumption Behavior by: Fredrik Jonsson, Lisa Bylund May 5, 2011 Master's Thesis in Computing Science, 30 credits Umea University, Department of Computing Science
    48. 52. Chaotic ” Explore with collaboration & rapid prototypes” Simple ” Rules of thumb” Complicated ” There are experts” Complex ” Needs testing” ” to know what you don’t know”
    49. 53. “ all models are wrong, but some are useful” George E. P. Box 1979
    50. 54. Focus! 46% of the resources that companies devote to the conception, development and launch of new products go to projects that do not succeed - they fail in the marketplace or never make it to market. PEOPLE PEOPLE
    51. 55. Research & Mapping Strategy & Design Implementation & Delivery Foundation for Desire Through ethnographic observation techniques we achieve a deep knowledge of the real lives of the target group. This goes far beyond what the consumers say they want. We learn how the consumers behave, what they need and what they really desire. Foundation for Sustainability To make products as sustainable as possible, we begin by locating the main challenges concerning sustainability. Innovation for Desirability Through structured creative methods and verifying tests, we utilize the acquired consumer insights to create desirable products and strategies. Innovation for Sustainability At the same time we navigate past the sustainability challenges so that the final product will in fact be more sustainable, and easy to communicate as an environmentally adapted offer.
    52. 56. Our vision: Start the Industrial Revolution 2.0 where humans save our self by creating a sustainable industry
    53. 57. People, planet & profit innovation: Consumption Sustainable development ” 80% of environmental impact is decided in the design phase ” ” 80 % of products fail due to misunderstood needs”
    54. 58. Thank you! (friends in Swedish) http://twitter.com/designmeaning/ http://www.facebook.com/PE0PLEPE0PLE http://www.linkedin.com/in/willers http://www.peoplepeople.se/

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