This document discusses building a sustainability workflow in packaging design. It argues that incorporating sustainability requires changing existing paradigms and ways of thinking. Designers need to understand packaging as part of a larger system and consider sustainability from the beginning of the design process. The document proposes retraining and educating designers on concepts like cradle to cradle to foster a sustainability consciousness in their work.
Design-Driven Service Innovation: Introducing Techniques for Changing the Mea...ServDes
The document introduces a new method called Design-Driven Service Innovation (DDSI) to facilitate radical service innovation through changing the meaning of a service. DDSI utilizes three techniques - contextual reframing, structural interpreting, and contextual blending - to guide service design projects in strategically changing a service's meaning. The techniques are demonstrated through a virtual project aiming to radically innovate the meaning of supermarkets. Through interpreting key perspectives, the project team reframed supermarkets in the context of collaborative home meal preparation and blended this context with that of design projects to generate new supermarket meanings centered around co-designing meals.
We all know that innovation in large companies is hard. Inertia combined with business realities make it difficult for teams to move fast and drive innovation. Over the past few years, Intuit has been on a transformational journey to become a premier innovative company by embracing the principles of design thinking and lean experimentation. This presentation shares some of the lessons learned.
An unscientific survey of what managers ask and say about Innovation shows the volume of serious advice rapidly increasing but managers still losing ground. Maybe the advice needs to be simpler and more consistent.
innovation is moderated by the ability of the organization to deliver it. So innovation management is exactly in building ability do deliver product to the market.
Change cannot be managed, only facilitated. We see ourselves as guide by the side, not a sage on the stage. Find out more about Propellor's view on change facilitation.
Σήμερα, με το πάτημα ενός κουμπιού έχουμε πρόσβαση σε όλο τον κόσμο, εξοπλισμένοι με ποικίλα εργαλεία , έχουμε την ευκαιρία, να εξερευνήσουμε νέες δυνατότητες , νέες ιδέες , νέες τελετουργίες και λύσεις . Έχουμε όμως ακόμα όνειρα; Με αφετηρία τη διαδικασία της σχεδιαστικής σκέψης ( ‘designerly’ ways of thinking), θα μελετήσουμε βήμα προς βήμα τα στάδια μετάβασης από την ιδέα στην υλοποίηση της δικής σας δράσης.
Swiss innovation expert Sandro Morghen writes about how you can get the most out of your innovation endeavours and how you can create a positive environment where ideas can evolve in a healthy and productive manner.
Learn to apply a revolutionary ideation method developed for corporates, small businesses and creative teams. Buy the book: www.innovationkarmabook.com
Design-Driven Service Innovation: Introducing Techniques for Changing the Mea...ServDes
The document introduces a new method called Design-Driven Service Innovation (DDSI) to facilitate radical service innovation through changing the meaning of a service. DDSI utilizes three techniques - contextual reframing, structural interpreting, and contextual blending - to guide service design projects in strategically changing a service's meaning. The techniques are demonstrated through a virtual project aiming to radically innovate the meaning of supermarkets. Through interpreting key perspectives, the project team reframed supermarkets in the context of collaborative home meal preparation and blended this context with that of design projects to generate new supermarket meanings centered around co-designing meals.
We all know that innovation in large companies is hard. Inertia combined with business realities make it difficult for teams to move fast and drive innovation. Over the past few years, Intuit has been on a transformational journey to become a premier innovative company by embracing the principles of design thinking and lean experimentation. This presentation shares some of the lessons learned.
An unscientific survey of what managers ask and say about Innovation shows the volume of serious advice rapidly increasing but managers still losing ground. Maybe the advice needs to be simpler and more consistent.
innovation is moderated by the ability of the organization to deliver it. So innovation management is exactly in building ability do deliver product to the market.
Change cannot be managed, only facilitated. We see ourselves as guide by the side, not a sage on the stage. Find out more about Propellor's view on change facilitation.
Σήμερα, με το πάτημα ενός κουμπιού έχουμε πρόσβαση σε όλο τον κόσμο, εξοπλισμένοι με ποικίλα εργαλεία , έχουμε την ευκαιρία, να εξερευνήσουμε νέες δυνατότητες , νέες ιδέες , νέες τελετουργίες και λύσεις . Έχουμε όμως ακόμα όνειρα; Με αφετηρία τη διαδικασία της σχεδιαστικής σκέψης ( ‘designerly’ ways of thinking), θα μελετήσουμε βήμα προς βήμα τα στάδια μετάβασης από την ιδέα στην υλοποίηση της δικής σας δράσης.
Swiss innovation expert Sandro Morghen writes about how you can get the most out of your innovation endeavours and how you can create a positive environment where ideas can evolve in a healthy and productive manner.
Learn to apply a revolutionary ideation method developed for corporates, small businesses and creative teams. Buy the book: www.innovationkarmabook.com
This document summarizes an ASQ webinar on reliably solving intractable problems. It outlines 8 principles for producing breakthroughs: 1) use divergent problem solving, 2) generate paradigm shifts, 3) agree on success criteria, 4) start with a strong commitment, 5) separate creative and analytical thinking, 6) involve stakeholders, 7) use consensus decision making, and 8) anticipate issues. It then describes a 13-step conversation process to resolve obstacles following these principles in 4 phases: establishing foundations, envisioning the future, establishing solutions, and ensuring support. The document provides tips for facilitating each step of the process.
The document discusses the fundamentals of collaboration. It states that collaboration is a process and outcome that involves people working together to create outcomes they cannot achieve individually. It also discusses identifying problems that cost resources, innovation, or competitiveness and can only be solved through collaboration, known as solution value. Finally, it provides tips on various aspects of collaboration such as focusing on people, adoption, structure, technology, and innovation.
This document appears to be from a workshop focused on design thinking and experimentation. It includes an agenda for a two-day workshop, with sessions on topics like empathy, defining problems, brainstorming solutions, prototyping, and iterating concepts based on user testing. Workshop attendees are encouraged to follow design thinking processes to develop ideas and solutions for improving services through small experiments and pilots. The document shares examples of projects and provides guidance on applying design thinking methods.
Developing an Ethically-Aware Design Character through Problem Framingcolin gray
Expert designers determine what problem needs to be solved—framing the design space, and not just designing an appropriate solution. In this study, undergraduate and graduate industrial design students at a large Midwestern university were engaged in a one-day workshop, focusing on designing products for natives of Sub-Saharan Africa to sell in their home nations. Participants worked in teams to generate a range of constraints and problem statements. Teams struggled to identify specific use contexts and users, even though these elements were present in provided research materials. They appeared to build distance between their own experiences and that of the users they were designing for, potentially bifurcating their sense of ethics and normative commitments that were actively being reified in problem statements and solutions.
Bilbao Innovation Park in collaboration with Oberri and the Global Innovation Academy has organized this training on Innovation and Design Thinking in Health, Healthcare and Wellness. Dates are 1-3 July 2012 and it will take place in Bilbao.
Human-centered design (HCD) is a process that uses qualitative research methods to understand user needs and develop solutions. It involves three phases - Hear, Create, and Deliver. The Hear phase focuses on understanding user perspectives through methods like interviews and observations to capture stories and insights. The Create phase synthesizes this research into opportunities and prototypes solutions. The Deliver phase evaluates how solutions can be implemented and sustained. The document provides guidance on applying HCD through scenarios and outlines the goals and steps of each phase to move from user understanding to tangible solutions.
The document discusses the concept of nudge theory. It begins by defining what a nudge is, both literally and in the context of the theory. It then explains that nudge theory is a modern concept for understanding how people think and make decisions, helping people improve their thinking, managing change, and identifying influences. The document notes that nudge theory was popularized by the 2008 book Nudge and accepts that people have certain tendencies rather than ignoring realities. It provides examples of how nudge techniques differ from traditional enforced changes. Overall, the document provides an overview of nudge theory, how it can be applied in various areas, and how to design effective nudges.
Innovation within Design Thinking as a learning processRizal Yatim
The document discusses design thinking and innovation. It argues that design thinking is not exclusive to designers, as creativity and innovation are innate processes that can be developed through learning. It examines definitions of innovation, theories of how ideas are generated, and components necessary for creative responses. It suggests design thinking be viewed as a learning process where individuals with different cognitive styles can be assigned based on their strengths to cultivate cross-disciplinary innovation teams.
This document introduces design thinking as a process that can help educators address everyday challenges in schools. It describes design thinking as a structured yet experimental approach that gives educators confidence to develop new, better solutions. The design process involves generating and evolving ideas through phases that integrate tangible problem-solving and abstract thinking. It is a human-centered approach that relies on interpretation and developing ideas that are meaningful to those being designed for.
The attached narrated power point presentation explores the implementation and benefits of design thinking at a work place. A few case studies are also included. The material will be useful for KTU second year B Tech students who prepare for the subject EST 200, Design and Engineering.
The document summarizes an Ideas Camp seminar approach developed by Kent Connects Partners to help progress projects in their ICT action plan and strategy. The first Ideas Camp focused on customer service innovation and public service redesign, introducing a customer channel shift project and developing principles for designing ICT-enabled services with customers. These principles were then codified and will inform the development of a challenge-based approach in Kent to involve customers in designing technology solutions to support themselves and their communities.
MINDSTORMING: UPA 2011 full presentationDante Murphy
This document provides an overview of a workshop on collaborative design for social change. The workshop aims to teach participants about different types of design collaboration through participatory activities. Participants will learn about collaboration, participation, and workshop methodologies. They will practice taking structured notes and prototyping solutions to validate hypotheses. The goal is for participants to understand how to assess when design collaboration could benefit a social initiative and which methodology is most appropriate. The workshop emphasizes a collaborative process of research, ideation, and design to effectively drive social change.
The document discusses various facilitation techniques for leading productive discussions and meetings. It describes open discussion and alternatives like structured go-arounds and small group work. It provides guidelines for facilitating activities like listing ideas, brainstorming, and setting an effective frame for discussions. The document aims to help facilitators design structured yet engaging processes for collaborative work.
This document summarizes topics from a chapter on product planning and development, including preparing a firm for idea generation, concept identification, and active concept generation approaches. It discusses finding creative people by staffing with those having diverse experiences and enthusiasm for innovation. It also outlines barriers to firm creativity like cross-functional diversity and allegiance to functional areas that can limit innovative ideas. The document provides an example of the concept development process for a potential new coffee product called Designer Decaf in response to changes in the North American coffee market and culture.
This document is an introduction of the design thinking and emergency management partnership shared originally with Field Innovation Team during the summer of 2014.
The document discusses the concept of "Organic Spaces," which is an iterative thought process for designing workplace spaces. Organic Spaces aims to design spaces that can evolve in real-time to meet changing business needs through user-centric analytics and flexible settings. It involves a cycle of creating spaces aligned with business objectives, evolving the spaces as needs change based on data, and sustaining improvements over time. The document argues that the traditional linear design process is no longer suitable given how quickly businesses and needs change, and that an organic approach allowing constant adaptation is needed instead.
The document discusses the concept of "Organic Spaces," which is an iterative thought process for designing workplace spaces. Organic Spaces aims to design spaces that can evolve in real-time to meet changing business needs through user-centric analytics and flexible settings. It involves a cycle of creating a space aligned with business objectives, evolving the space as needs change based on data, and sustaining improvements over time. The document argues that the traditional linear design process is outdated and does not support businesses that are rapidly adapting. Organic Spaces provides a philosophy for creating adaptable, versatile workplaces that can seamlessly change over time like a living organism.
Lesson 2 - INNOVATION AND DESIGN THINKING_2024.pdfruvabebe
Design thinking is a human-centered approach to innovation that draws from design methods and focuses on empathizing with users, defining problems based on user needs, ideating solutions, prototyping ideas, and getting user feedback to iterate on designs. It involves three key spaces: desirability from the user perspective, feasibility in terms of technical possibilities, and viability regarding business needs. The design thinking process emphasizes empathy with users through observation and engagement to understand user needs, defining problems based on pain points, ideating many solutions through brainstorming, prototyping ideas, and testing prototypes with users to iterate on the design.
This document contains a mix of technical formulas, text, and figures with no clear overall topic. The text sections discuss building successful digital product teams and improving an organization's digital capabilities. It notes that clients increasingly ask agencies to help upskill their digital teams. The document provides perspectives on developing digital products, including choosing the right agency partner, understanding an organization's strengths, and bringing an agency mindset in-house. It emphasizes that there is no single solution and the best approach depends on an organization's unique characteristics.
This document summarizes an ASQ webinar on reliably solving intractable problems. It outlines 8 principles for producing breakthroughs: 1) use divergent problem solving, 2) generate paradigm shifts, 3) agree on success criteria, 4) start with a strong commitment, 5) separate creative and analytical thinking, 6) involve stakeholders, 7) use consensus decision making, and 8) anticipate issues. It then describes a 13-step conversation process to resolve obstacles following these principles in 4 phases: establishing foundations, envisioning the future, establishing solutions, and ensuring support. The document provides tips for facilitating each step of the process.
The document discusses the fundamentals of collaboration. It states that collaboration is a process and outcome that involves people working together to create outcomes they cannot achieve individually. It also discusses identifying problems that cost resources, innovation, or competitiveness and can only be solved through collaboration, known as solution value. Finally, it provides tips on various aspects of collaboration such as focusing on people, adoption, structure, technology, and innovation.
This document appears to be from a workshop focused on design thinking and experimentation. It includes an agenda for a two-day workshop, with sessions on topics like empathy, defining problems, brainstorming solutions, prototyping, and iterating concepts based on user testing. Workshop attendees are encouraged to follow design thinking processes to develop ideas and solutions for improving services through small experiments and pilots. The document shares examples of projects and provides guidance on applying design thinking methods.
Developing an Ethically-Aware Design Character through Problem Framingcolin gray
Expert designers determine what problem needs to be solved—framing the design space, and not just designing an appropriate solution. In this study, undergraduate and graduate industrial design students at a large Midwestern university were engaged in a one-day workshop, focusing on designing products for natives of Sub-Saharan Africa to sell in their home nations. Participants worked in teams to generate a range of constraints and problem statements. Teams struggled to identify specific use contexts and users, even though these elements were present in provided research materials. They appeared to build distance between their own experiences and that of the users they were designing for, potentially bifurcating their sense of ethics and normative commitments that were actively being reified in problem statements and solutions.
Bilbao Innovation Park in collaboration with Oberri and the Global Innovation Academy has organized this training on Innovation and Design Thinking in Health, Healthcare and Wellness. Dates are 1-3 July 2012 and it will take place in Bilbao.
Human-centered design (HCD) is a process that uses qualitative research methods to understand user needs and develop solutions. It involves three phases - Hear, Create, and Deliver. The Hear phase focuses on understanding user perspectives through methods like interviews and observations to capture stories and insights. The Create phase synthesizes this research into opportunities and prototypes solutions. The Deliver phase evaluates how solutions can be implemented and sustained. The document provides guidance on applying HCD through scenarios and outlines the goals and steps of each phase to move from user understanding to tangible solutions.
The document discusses the concept of nudge theory. It begins by defining what a nudge is, both literally and in the context of the theory. It then explains that nudge theory is a modern concept for understanding how people think and make decisions, helping people improve their thinking, managing change, and identifying influences. The document notes that nudge theory was popularized by the 2008 book Nudge and accepts that people have certain tendencies rather than ignoring realities. It provides examples of how nudge techniques differ from traditional enforced changes. Overall, the document provides an overview of nudge theory, how it can be applied in various areas, and how to design effective nudges.
Innovation within Design Thinking as a learning processRizal Yatim
The document discusses design thinking and innovation. It argues that design thinking is not exclusive to designers, as creativity and innovation are innate processes that can be developed through learning. It examines definitions of innovation, theories of how ideas are generated, and components necessary for creative responses. It suggests design thinking be viewed as a learning process where individuals with different cognitive styles can be assigned based on their strengths to cultivate cross-disciplinary innovation teams.
This document introduces design thinking as a process that can help educators address everyday challenges in schools. It describes design thinking as a structured yet experimental approach that gives educators confidence to develop new, better solutions. The design process involves generating and evolving ideas through phases that integrate tangible problem-solving and abstract thinking. It is a human-centered approach that relies on interpretation and developing ideas that are meaningful to those being designed for.
The attached narrated power point presentation explores the implementation and benefits of design thinking at a work place. A few case studies are also included. The material will be useful for KTU second year B Tech students who prepare for the subject EST 200, Design and Engineering.
The document summarizes an Ideas Camp seminar approach developed by Kent Connects Partners to help progress projects in their ICT action plan and strategy. The first Ideas Camp focused on customer service innovation and public service redesign, introducing a customer channel shift project and developing principles for designing ICT-enabled services with customers. These principles were then codified and will inform the development of a challenge-based approach in Kent to involve customers in designing technology solutions to support themselves and their communities.
MINDSTORMING: UPA 2011 full presentationDante Murphy
This document provides an overview of a workshop on collaborative design for social change. The workshop aims to teach participants about different types of design collaboration through participatory activities. Participants will learn about collaboration, participation, and workshop methodologies. They will practice taking structured notes and prototyping solutions to validate hypotheses. The goal is for participants to understand how to assess when design collaboration could benefit a social initiative and which methodology is most appropriate. The workshop emphasizes a collaborative process of research, ideation, and design to effectively drive social change.
The document discusses various facilitation techniques for leading productive discussions and meetings. It describes open discussion and alternatives like structured go-arounds and small group work. It provides guidelines for facilitating activities like listing ideas, brainstorming, and setting an effective frame for discussions. The document aims to help facilitators design structured yet engaging processes for collaborative work.
This document summarizes topics from a chapter on product planning and development, including preparing a firm for idea generation, concept identification, and active concept generation approaches. It discusses finding creative people by staffing with those having diverse experiences and enthusiasm for innovation. It also outlines barriers to firm creativity like cross-functional diversity and allegiance to functional areas that can limit innovative ideas. The document provides an example of the concept development process for a potential new coffee product called Designer Decaf in response to changes in the North American coffee market and culture.
This document is an introduction of the design thinking and emergency management partnership shared originally with Field Innovation Team during the summer of 2014.
The document discusses the concept of "Organic Spaces," which is an iterative thought process for designing workplace spaces. Organic Spaces aims to design spaces that can evolve in real-time to meet changing business needs through user-centric analytics and flexible settings. It involves a cycle of creating spaces aligned with business objectives, evolving the spaces as needs change based on data, and sustaining improvements over time. The document argues that the traditional linear design process is no longer suitable given how quickly businesses and needs change, and that an organic approach allowing constant adaptation is needed instead.
The document discusses the concept of "Organic Spaces," which is an iterative thought process for designing workplace spaces. Organic Spaces aims to design spaces that can evolve in real-time to meet changing business needs through user-centric analytics and flexible settings. It involves a cycle of creating a space aligned with business objectives, evolving the space as needs change based on data, and sustaining improvements over time. The document argues that the traditional linear design process is outdated and does not support businesses that are rapidly adapting. Organic Spaces provides a philosophy for creating adaptable, versatile workplaces that can seamlessly change over time like a living organism.
Lesson 2 - INNOVATION AND DESIGN THINKING_2024.pdfruvabebe
Design thinking is a human-centered approach to innovation that draws from design methods and focuses on empathizing with users, defining problems based on user needs, ideating solutions, prototyping ideas, and getting user feedback to iterate on designs. It involves three key spaces: desirability from the user perspective, feasibility in terms of technical possibilities, and viability regarding business needs. The design thinking process emphasizes empathy with users through observation and engagement to understand user needs, defining problems based on pain points, ideating many solutions through brainstorming, prototyping ideas, and testing prototypes with users to iterate on the design.
This document contains a mix of technical formulas, text, and figures with no clear overall topic. The text sections discuss building successful digital product teams and improving an organization's digital capabilities. It notes that clients increasingly ask agencies to help upskill their digital teams. The document provides perspectives on developing digital products, including choosing the right agency partner, understanding an organization's strengths, and bringing an agency mindset in-house. It emphasizes that there is no single solution and the best approach depends on an organization's unique characteristics.
The document discusses design thinking, including its definition as a creative problem-solving approach using specific tools and methods. It outlines the process of design thinking, including understanding the problem, observing users, visualizing solutions, evaluating prototypes, and implementing ideas. The document uses IDEO as a case study, outlining its design thinking methodology and challenges in scaling the approach. It concludes that design thinking is helpful for "wicked" problems and that its future relies on empowering creativity and integrating design into business strategy.
Design Thinking Comes of AgeThe approach, once.docxdonaldp2
This document summarizes how design thinking has evolved from primarily being used in product design to now infusing corporate culture more broadly. It describes how large organizations are putting design closer to the center of their enterprises to help deal with increasing technological and business complexity. Design thinking principles like empathy, prototyping, and tolerating failure are being applied more widely. The challenges of transitioning to a more design-centric culture are also discussed.
Design Thinking Comes of AgeThe approach, once.docxcuddietheresa
Design
Thinking
Comes
of Age
The approach, once
used primarily in product
design, is now infusing
corporate culture.
by Jon Kolko
ARTWORK The Office for Creative Research
(Noa Younse), Band, Preliminary VisualizationSPOTLIGHT
66 Harvard Business Review September 2015
SPOTLIGHT ON THE EVOLUTION OF DESIGN THINKING
HBR.ORG
There’s a shift under way
in large organizations,
one that puts design
much closer to the
center of the enterprise.
Focus on users’ experiences, especially
their emotional ones. To build empathy with
users, a design-centric organization empowers em-
ployees to observe behavior and draw conclusions
about what people want and need. Those conclu-
sions are tremendously hard to express in quanti-
tative language. Instead, organizations that “get”
design use emotional language (words that concern
desires, aspirations, engagement, and experience)
to describe products and users. Team members
discuss the emotional resonance of a value propo-
sition as much as they discuss utility and product
requirements.
A traditional value proposition is a promise of
utility: If you buy a Lexus, the automaker promises
that you will receive safe and comfortable trans-
portation in a well-designed high-performance ve-
hicle. An emotional value proposition is a promise
of feeling: If you buy a Lexus, the automaker prom-
ises that you will feel pampered, luxurious, and af-
fluent. In design-centric organizations, emotion-
ally charged language isn’t denigrated as thin, silly,
or biased. Strategic conversations in those compa-
nies frequently address how a business decision or
a market trajectory will positively influence users’
experiences and often acknowledge only implicitly
that well-designed offerings contribute to financial
success.
The focus on great experiences isn’t limited to
product designers, marketers, and strategists—it
infuses every customer-facing function. Take
finance. Typically, its only contact with users is
through invoices and payment systems, which are
designed for internal business optimization or pre-
determined “customer requirements.” But those
systems are touch points that shape a customer’s
impression of the company. In a culture focused
on customer experience, financial touch points are
designed around users’ needs rather than internal
operational efficiencies.
Create models to examine complex prob-
lems. Design thinking, first used to make physical
objects, is increasingly being applied to complex, in-
tangible issues, such as how a customer experiences
a service. Regardless of the context, design thinkers
tend to use physical models, also known as design
artifacts, to explore, define, and communicate.
Those models—primarily diagrams and sketches—
supplement and in some cases replace the spread-
sheets, specifications, and other documents that
SPOTLIGHT ON THE EVOLUTION OF DESIGN THINKING
But the shift isn’t about aesthetics. It’s about apply-
in ...
We are proud to announce our twenty-seventh Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
Creativity, innovation, and entrepreneurship are related concepts. Creativity involves developing new ideas, innovation applies those ideas to problems and opportunities, and entrepreneurship commercializes ideas through new business ventures. The creative process typically involves preparation, investigation, incubation, illumination, and implementation. Barriers to creativity include rigid thinking and lack of play, while techniques to enhance creativity include allowing new inputs, collaborating, and observing other industries.
121203CREATION & CO: USER PARTICIPATION IN DESIGNYuichi Hirose
The document discusses changes in the roles of designers, users, and clients in the design process. Traditionally, these roles were separated but they are now blending together through practices like co-creation and co-design. Users are becoming more involved in the design process by providing input, feedback, and even generating their own solutions. Designers are taking on more collaborative roles as facilitators. The relationships between all parties are opening up through methods like context mapping, where users share their experiences to inform the design process. While many industries recognize the need for changed roles, implementing user participation remains a challenge, particularly for larger companies.
Circular Design and it's features available.pdfAshutosh Kumar
Design is the process of creating products, services, and systems to meet human needs and desires. Circular design focuses on creating products and services for the circular economy by rethinking the design process from the beginning to ensure materials have regenerative life cycles through repair, reuse, recycling, or transformation. The principles of circular design are to understand challenges and opportunities, define goals, make prototypes, and launch concepts to gather feedback for continuous evolution.
Circular Design and its aspects for design.pptxAshutosh Kumar
Design is the process of creating products, services, and systems to meet human needs and desires. Circular design focuses on creating products and services for the circular economy by rethinking the design process from the beginning to ensure materials have regenerative life cycles through repair, reuse, recycling, or transformation. The principles of circular design are to understand challenges and opportunities, define goals, develop concepts through prototyping and testing, and launch products to gather feedback for continuous evolution.
We are proud to announce our fourth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to nearly 5,000 innovation-related articles.
The document discusses strategies for improving the package design process to better align with consumer needs and manufacturing capabilities. It proposes that design teams should:
1) Immerse themselves in consumer reality from the start through contextual observation of consumers to understand true needs rather than relying on surveys.
2) Fully understand manufacturing constraints upfront to design solutions that can be efficiently commercialized.
3) Define the "sweet spot" where consumer wants meet business capabilities to focus efforts on innovations in this viable target area and ways to expand it.
4) Consider timing, cost implications, and the business' risk tolerance to set appropriate guidelines and opportunities for the design process.
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1. Building a
Sustainability
Workflow By Joseph E. Ruiz, CPP
Most of the discussions that center on sustainability in packaging center around
materials and manufacturing. But there is a very lively discussion taking place at the
design agency level; and that is where a design is given birth.
At the agency level, many of us are still struggling with how and where we might
incorporate sustainability in our workflow. It might seem like a foregone conclusion, but
the fact is that change has truly yet to come. Unless clients are specifically requesting
this, and in many cases as part of the overall marketing of the product, there is not
tremendous incentive to design for sustainability in light of tight deadlines and very
conservative budgets.
I sincerely believe that designers want to design a complete package. Every
creative person worth his or her salt wants to see their concept fully realized. However,
designing for sustainability is a lot more than just reducing the amount of ink coverage or
selecting a recycled or wind-powered substrate. It requires an understanding of what in
fact happens to a package once it is produced as a physical object. “Packaging is an
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2. extraordinarily complex endeavor that must be viewed as a part of a larger system, within
which every activity has some impact or demand on that package”.1
It’s obvious that it is time for the existing paradigm to change. I would not be the
first one to say that, but I do feel that we are sometimes preaching to the choir, and that a
true outreach to the design community still remains to be seen. It should be an outreach
that not only focuses on the technical aspects of sustainability, but also encourages a new
way of thinking about design.
As Albert Einstein has been quoted so frequently, “we cannot solve our problems
with the same thinking we used when we created them.” The simplicity of this statement
belies the complexity of making such a change. It is time to think of new workflow
alternatives that incorporate sustainability as a philosophy in the workflow so it becomes
as natural to the creative esthetic as the esthetic itself.
“Yet as industrialists, engineers, designers and developers of the past did not
intend to bring about such devastating effects, those who perpetuate these paradigms
today surely do not intend to damage the world. The waste, pollution, crude products,
and other negative effects that we have described are not the result of corporations doing
something morally wrong. They are the result of outdated and unintelligent design.”2
Sustainability means many things to many people, but to the designer in the
agency, the intent should be clear. Creating a sustainable package from design inception
requires that a sustainability consciousness be present, not just a note on a brief to
consider using sustainable material.
A sustainability education has to start at the school level first for the packaging
designer. It should be an education that encompasses all the various disciplines including
an understanding of the packaging supply chain.
Even the most basic course based on the concept of Cradle to Cradle and or the
text Fundamentals of Packaging Technology, would increase the knowledge of the
average designer exponentially. Much in the same way that courses in Typography were
1 Soroka, Walter “Fundamentals of Packaging Technology” Naperville, Ill: IOPP, 2002,
p. 530
2 McDonough, William Bruangart, Micheal “Cradle to Cradle” New York, NY: North Point
Press, 2002, p. 43
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3. an absolute requirement at one time, this knowledge base could create the foundation for
this sustainability consciousness.
I am not proposing that all designers and creatives suddenly become packaging
engineers. What I am proposing is that we, as designers and creatives, develop an
awareness of a much larger process than just an esthetic one. This is a process that looks
to the whole, not the individual bits and pieces., and we could then say that this is truly a
holistic process, encompassing an awareness of all the parts. Understanding that the
same product could be just as easily and more sustainably be packed in a recyclable
carton than a metallized poly bag is a significant piece of knowledge, but not enough.
“We must tap into the same expertise and intelligence that created our current
systems and refocus on designing truly sustainable solutions.” 3
Creativity is dynamic, it responds to the stimulus around it. Designers spend
hours, sometimes days in ideation sessions trying to spark the engine that will drive a
great idea. I have no doubt that if designers were given the full breadth of this concept,
that it would change the esthetic of packaging at the very root level itself, much like some
of the incredible sustainable architecture that is being created.
The Architecture for Humanity project happened as a response to Cameron
Sinclair’s decision to take his design in directions that would benefit the very same
countries that had given him such excellent opportunities. These countries were in dire
need of designs that addressed the issue of housing in ways that not only provided clean
affordable shelter, but could also improve quality of life through socially conscious
design. “This experience highlighted the ways in which globalization benefited our
profession, enabling designers to work almost anywhere in the world. The real question
was whether we now also had an obligation to respond to some of the social concerns in
the areas where we worked.” 4
3 Sustainable Packaging Coalition and Green Blue “Design Guidelines for Sustainable
Packaging” Version 1.0- December 2006 Charlottesville, VA, 2006, p. 3
4 Architecture for Humanity “Design Like You Give a Damn” New York NY: D.A.P &
Metropolis Books 2006, p.11
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4. The issue here is not whether we will save the world through a better package.
The issue here is that the packaging professional and the packaging designer in this case,
has incredible power to effect change, but first the designer has to ask the right questions.
In order to ask the right questions, he or she must understand what the questions mean.
At the agency level, taking a proactive part in driving this process is critical.
When computers first began to change the design workflow, it took quite some time
before the curricula changed to reflect this, even though the writing was truly on the wall.
Instead, the first video based graphic systems became glorified presentation tools while
the rest us tried to figure exactly what to do with these systems. Maybe it is time for us
to stop picking a la carte and instead tell our recruiters and our schools what we need and
expect.
As companies are forced to cut back budgets and keep staff to a minimum, now is
the time to begin to retrain. The costs of retraining or educating employees in the long
run, is far cheaper and more effective than hiring new employees to fill these roles; and it
will also revitalize the employee base presenting new opportunities previously thought
unavailable. There is an old adage that says, “If you want to learn, teach”, and this is
certainly true. The fastest way to get on board with sustainability is to do it. Start the
education process and it will drive itself.
My own experience with this will bear this out. A conversation among a small
group of us on how to create a more sustainable work environment gradually became an
initiative to not only make serious changes in how we managed our office, but also to
create an outreach to help our clients understand the impacts of sustainability on the
market place.
Understanding the implications of any decision made at the beginning of a project
will set the tone for whatever is to follow; from the choice of material, print process, even
the amount of graphic coverage on a package. Can we do a better design with less
packaging? Is it time to redefine what a package is? What we consider to be packaging
is defined many different ways depending on what country you are in.
Edward Deming, the man who literally changed the way the entire culture thought
about work, was quite clear about this in his approach to transformation. “A company or
4
5. organization that wants to transform has to change completely, including fundamental
beliefs and practices.”5
This may involve changing the workflow permanently. No more contained cells
of activity independent of each other. By necessity, we must now work as a team with a
goal that is much larger than a pretty container. While much lip service is given to
working in teams, teams are notoriously difficult to create and maintain, especially when
there are divergent interests on the part of each player. Designers want to design;
printers want to print; packers want to pack and the marketer expects an optimum
package put on the shelf quickly, inexpensively, and successfully. While these goals are
not necessarily divergent, they all serve different masters at different times, each
happening in it’s own space, independent of each other.
It may well be that we have to change the way we think about the work. In much
the same way that Dr. Edward Deming took on the role of changing the Japanese
workforce to a completely different model, to emphasize quality over quantity and think
about the way they worked in an entirely new way.
Change does not come easy. Nine years ago, as we entered the millennium,
sustainability still seemed a buzzword, understood by a few and mostly considered tree-
hugger terminology (my apologies to the tree-huggers) to many in the business world.
“Sustainable business practices are becoming recognized as essential not only for
corporate survival but also for the long term health of the planet.” 6
And of course, the big picture is about the survival of our planet, but we don’t
have to reach out so far. At ground level, right here where we are standing, it is about
improving the quality of life in a way that is not only sustainable for future generations
but for ourselves here and now.
Knowledge and awareness of the production process allows designers to truly
conceptualize a complete package on the shelf. The materials now become part of the
5 Architecture for Humanity “Design Like You Give a Damn” New York NY: D.A.P &
Metropolis Books 2006, p.121
6 Edwards, Andres R. “The Sustainability Revolution.” BC, Canada: New Society Press, 2007,
p.49
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6. design itself. Aveda is an excellent example of this. Their ability to design beautiful
compelling packaging with sustainable materials and incorporate that philosophy into
extremely successful marketing should tell anyone that this is not an impossible task.
Designers that have come into the fold prepared will find this to be a full
experience. More than just a design, they will find that they are creating a full package-
fully realized in three dimensions. Rather than a design process that ends at the inception
of printing, leaving the designer to reconnect with his/her work at the shelf, this would
truly be “concept to printed piece” and best of all a “cradle-to-cradle” concept. This may
truly redefine the experience of design much like the architect who sees his creation
through right to construction.
Many designers are woefully ignorant of the production process. In reality, in
many cases they are kept at a distance from this part of the process and not always by
choice. The prevailing wisdom has been that production details hamper and stall
creativity, but young designers today are fueled by curiosity, social consciousness and a
desire to own their work fully. Allowing them full team participation in the process can
open the doors to levels of creativity that we have not yet seen. This would be a true
holistic design, incorporating the esthetic with the technical and a closed loop, nothing
wasted, to create a product that not only meets the needs of the marketplace, but also the
needs of the environment and humanity at large.
“We can accomplish great and profitable things within a new conceptual framework- one
that values our legacy, honors diversity, and feeds ecosystems and societies… it is time for
designs that are creative, abundant, prosperous, and intelligent from the start..”
William McDonough and Michael Braungart.
Cradle to Cradle: Remaking the Way We Make Things
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