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Steal This Idea: Knowing. Making. Doing. / By Marty Neumeier

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As I said in my book The Designful Company, if you want to innovate, you have to design. Yet design is a foreign language to most business managers. This is because the principles of traditional business management principles evolved to serve the needs of the industrial age. They rely on a mechanical two-step process for making decisions: knowing and doing. You “know” something—from a past experience, a case study, or a best practice—and then you “do” something.

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Steal This Idea: Knowing. Making. Doing. / By Marty Neumeier

  1. 1. Steal this idea Knowing. Making. Doing. By marty neumeier
  2. 2. As I said in my book The Designful Company, if you want to innovate, you have to design. Yet design is a foreign language to most business managers. This is because the principles of traditional business management principles evolved to serve the needs of the industrial age. They rely on a mechanical two-step process for making decisions: knowing and doing. You “know” something— from a past experience, a case study, or a best practice—and then you “do” something. LIQUIDAGENCY.COM | Source: The designful compan y by Mart y Neumeier
  3. 3. KNOW LIQUIDAGENCY.COM | Source: The Designful Compan y by Mart y Neumeier DO
  4. 4. The problem with this process is that what you “know” is limited to either “what is” or “what was,” while innovation is all about “what could be.” It’s impossible to know what could be without the process of design. To generate new ideas, the design process inserts a middle step: making. LIQUIDAGENCY.COM | Source: the designful compan y by Mart y Neumeier
  5. 5. MAKE LIQUIDAGENCY.COM | Source: The Designful Compan y by Mart y Neumeier
  6. 6. Through the act of prototyping—using sketches, models, maps, mockups, simulations—the “making” step puts options on the table that weren’t there before. It pushes back on what we think we know, and also changes what we’re likely to do. It shifts the emphasis from “deciding” the future to “designing” the future. In a business climate that requires perpetual innovation, industrialage thinking is useful, but woefully inadequate. We also need design thinking. Here’s a simple pair of slides you can throw into your presentations when you build a case for a more innovative culture. LIQUIDAGENCY.COM | Source: the designful compan y by Mart y Neumeier
  7. 7. KNOW LIQUIDAGENCY.COM | Source: The Designful Compan y by Mart y Neumeier MAKE DO
  8. 8. Find more Marty Neumeier ideas to steal at liquidagency.com/blog LIQUIDAGENCY.COM | Source: the designful compan y by Mart y Neumeier
  • katheilousking

    Oct. 1, 2019
  • Siegfri3d

    Jul. 21, 2015
  • hjjoachim

    Mar. 2, 2015
  • samsonaligba

    Oct. 15, 2014

As I said in my book The Designful Company, if you want to innovate, you have to design. Yet design is a foreign language to most business managers. This is because the principles of traditional business management principles evolved to serve the needs of the industrial age. They rely on a mechanical two-step process for making decisions: knowing and doing. You “know” something—from a past experience, a case study, or a best practice—and then you “do” something.

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