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The Design of Business 書摘


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The Design of Business 書摘

  1. 1. 書摘 - The Design of Business by Roger Martin 商業模式創新與新事業企劃培訓課程 指定閱讀
  2. 2. 書摘整理人 鄭啟川 商業模式創新與新事業企劃 實作 課程主講人 現任職位: 創新企劃顧問有限公司 總經理 WBSA 世界商務策劃師聯合會台灣辦事處負責人 TBSA 台灣商務策劃協會 理事長 核心專長: 策略思考、商業模式設計、企劃教學設計 聯絡方式 [email_address] 02-27023003 臉書粉絲團 : 創新企劃學院 - 鄭啟川的 CEO 觀點
  3. 3. 書籍資訊
  4. 4. THE SCHOOL OF DESIGN THINKING <ul><li>The school of strategy : </li></ul><ul><ul><li>強調 strategic thinking based on quantitative analysis </li></ul></ul><ul><ul><li>應用以歸納法 ( inductive reasoning ) 與演繹法 ( deductive reasoning ) 為主的 analytical thinking approach </li></ul></ul><ul><ul><li>優點: can build the size and scale of business </li></ul></ul><ul><ul><li>缺點: drive out creativity to make organization boring stultification </li></ul></ul><ul><li>The school of creativity and innovation </li></ul><ul><ul><li>應用直覺思考 ( intuitive thinking ) the art of knowing without reasoning </li></ul></ul><ul><ul><li>強調原創( originality )與發明( invention ) </li></ul></ul><ul><ul><li>優點: innovation comes fast and furiously </li></ul></ul><ul><ul><li>缺點: unable to systematize what they do to make the growth and longevity facing tremendous challenge </li></ul></ul>
  5. 5. THE SCHOOL OF DESIGN THINKING <ul><li>The school of design thinking </li></ul><ul><ul><li>認為分析思考與直覺思考同等重要不可偏廢 </li></ul></ul><ul><ul><li>必須 balance analytical mastery and intuitive originality in a dynamic interplay </li></ul></ul><ul><ul><li>Design thinking firms are willing to engage in task of continuously redesigning their business </li></ul></ul>
  6. 6. The knowledge funnel <ul><li>Knowledge funnel 是指知識的探索 / 發現 / 取得三個階段 </li></ul><ul><li>第一階段:秘境( mystery ) </li></ul><ul><ul><li>Things in our environment excite our curiosity but elude our understanding </li></ul></ul><ul><li>第二階段:發現可能的規則 ( heuristic ) </li></ul><ul><ul><li>by way of organized exploration of possibilities to find a rule of thumb that help narrow the field of possibilities to a manageable set of salient feature </li></ul></ul><ul><ul><li>Represent an incomplete yet distinctly advanced understanding a mystery </li></ul></ul><ul><ul><li>heuristic do not guarantee success, but to increase the possibilities of getting a successful outcome or at least getting there more quickly </li></ul></ul><ul><li>第三階段:獲得成功方程式( algorithm ) </li></ul><ul><ul><li>Put heuristic into operation , study it more and then convert from a general rule of thumb into a fixed successful formula </li></ul></ul><ul><ul><li>An explicit step-by-step procedure for solving a mystery </li></ul></ul>
  7. 7. The creation of value of business <ul><li>Administration business organization </li></ul><ul><ul><li>Exploitation approach alone ( maximization of payoff from existing knowledge ) </li></ul></ul><ul><li>Invention business organization </li></ul><ul><ul><li>Exploration approach alone ( search for new knowledge ) </li></ul></ul><ul><li>Design thinking organization </li></ul><ul><ul><li>Fine balance : both exploration and exploitation are critical to success of business </li></ul></ul><ul><ul><li>March of knowledge funnel from mystery to heuristic to algorithm </li></ul></ul><ul><ul><li>Operating within each knowledge stage of the funnel by honing and refining an existing heuristic or an algorithm </li></ul></ul><ul><ul><li>After going through a knowledge funnel , design thinking organization will redeploy the saving and redirect free-up personnel to work on new mystery </li></ul></ul>
  8. 8. What is design thinking <ul><li>Tim Brown of IDEO : </li></ul><ul><ul><li>Design thinking is a discipline that uses the designer’s sensibility and methods to match people’s needs with what is technologically feasibility and what a viable business strategy can convert into customer value and market opportunity. </li></ul></ul><ul><li>An organization instilled with that discipline is constantly seeking a fruitful balance between reliability and validity, between art and science, between intuition and analytics, and between exploration and exploitation </li></ul>
  9. 9. Abductive thinking : the heart of design thinking <ul><li>Abductive thinking </li></ul><ul><ul><li>proposed by the philosopher Charles Sanders Peirce </li></ul></ul><ul><ul><li>It is not possible to prove any new idea or concept in advance </li></ul></ul><ul><ul><li>All new ideas can be validated only through the unfolding of future event </li></ul></ul><ul><ul><li>New knowledge can come about by way of abductive reasoning (假設性推論) / “logic of what might be” </li></ul></ul><ul><ul><li>abductive reasoning 必須經過實證程序而獲得驗證。 </li></ul></ul><ul><li>Abductive thinking 在設計新事業的應用 </li></ul><ul><ul><li>To advance knowledge, we must turn away standard definition of proof, instead stare into a mystery to ask what might be. The answer would come through a “ logical leap of the mind” </li></ul></ul><ul><ul><li>When a heuristic is first proposed, no one can prove whether it is useful or valid at all, proof comes only if heuristic is tried and found to be useful in producing the desired result. </li></ul></ul>
  10. 10. Design thinking and design of business <ul><li>Design thinking can help a company both hone and refine within the existing knowledge stage, and generate the leap from stage to stage continuously in a process of business designing. </li></ul><ul><li>Design thinking can balance exploration and exploitation by continuously looking backup the knowledge funnel to next mystery( or back to the original mystery), and drive across the knowledge in a steadily cycling process. </li></ul><ul><li>Design thinking powers the design of business by directing movements through the knowledge funnel from mystery to heuristic to algorithm and then use the resulting efficiencies and resources to tackle the next mystery and next and next. </li></ul>
  11. 11. DESIGN THINKING ORANZITION <ul><li>To balance administration and invention, a design thinking business needs to shift the weighting of its structure, process, and culture. </li></ul><ul><li>While some aspects of organization should continue to be structured as permanent jobs, significant parts of organization should be structured as projects that is with teams and process designed to move knowledge forward a new stage. </li></ul><ul><li>While planning and budget management have to be loosened to incorporate initiatives and investments whose outcomes cannot be predicted in advance. </li></ul><ul><li>Culturally, it is safe and rewarding for people bringing forward abductive argument. </li></ul>
  12. 12. Design thinking leaders <ul><li>The CEO of design thinking organization must learn to think themselves as organization balancing force between exploration and exploitation. </li></ul><ul><li>design thinking CEO 角色類型: </li></ul><ul><ul><li>CEOs lead the search for innovation </li></ul></ul><ul><ul><li>CEOs build design-friendly organization </li></ul></ul><ul><ul><li>CEOs create an organization that place design at top of its hierarchy of values and he gives the green light to spend the resources to innovation initiatives. </li></ul></ul>
  13. 13. The personal knowledge system of design thinker <ul><li>Stance : </li></ul><ul><ul><li>Seek to balance reliability with validity </li></ul></ul><ul><ul><li>Seek to advance the stage of knowledge funnel </li></ul></ul><ul><li>Tools : </li></ul><ul><ul><li>Observation: deep, user-centered understanding, deeper insights into the mystery </li></ul></ul><ul><ul><li>Imagination: abductive reasoning, inference-testing loop, prototyping </li></ul></ul><ul><ul><li>Configuration: translating the idea into an activity system </li></ul></ul><ul><ul><li>Integrative thinking: be able to face two opposing ideas or models and generate a creative resolution of tension in the form of better model </li></ul></ul><ul><li>Experience: </li></ul><ul><ul><li>Deepen mastery of design skills </li></ul></ul><ul><ul><li>Nurture originality </li></ul></ul>
  14. 14. 感謝閱讀 台北市大安區復興南路二段 283 號 12 樓 電話: 02-27023003 傳真: 02-27024824 網址:
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