This document provides an overview of the design firm IDEO and discusses a case where they were asked to design a new handheld computer called the Visor for Handspring on an accelerated 10 month timeline. This would require IDEO to cut many of their early development stages focused on user research and prototyping. The document outlines the alternatives available to IDEO, including not accepting the project, only accepting if more time is given, or negotiating for more time while still accepting. It suggests the possible solution of requesting more time for proper market research and development to create a high quality product, or engaging in what research they can before design if time cannot be extended.
Hugo Borelli Resende presented on open innovation initiatives in Brazil at an Embraer event. Embraer follows a staged R&D model moving from basic research to applied research to advanced technology development and validation before product development. Embraer has partnerships globally including in the US, Europe, China and Singapore and has over 3,800 engineers. Embraer develops commercial, executive and defense aircraft simultaneously and its revenues have grown significantly since the late 1990s as exports account for over 96% of its business.
This document discusses various topics related to innovation including open innovation, business model innovation, dynamic capabilities, knowledge creation, and platforms and innovation. It provides examples and definitions for these innovation-related concepts. The document also addresses identifying new opportunities, defining innovation strategies, and renewing organizational capabilities to support innovation efforts.
Outside Chevron External Technology Development Presentation August 2009bchalonergill
The document summarizes Chevron's External Technology Development (ETD) group, which identifies and develops technologies from external sources to support Chevron's downstream manufacturing needs. ETD works closely with Global Manufacturing to address challenges in areas like reliability, process improvements, measurement, and environmental protection. Current projects include coatings for corrosion prevention, crude pretreatment, and emissions reductions. The goal is to rapidly assess, develop, and demonstrate promising external technologies through partnerships.
Presentation held at the Hogeschool van Amsterdam to share our (ICA) experience with Scrum in an educational context. More info on http://wiki.icaprojecten.nl.
In 2012, Lehigh University launched a new master’s degree in technical entrepreneurship. The cross disciplinary approach opened the door to graduate school education in technical entrepreneurship for students from all academic backgrounds, creating a melting pot of experience, skills and aspirations in the classroom. This one-year, 30-credit professional master’s program (M.Eng.) in technical entrepreneurship helps student entrepreneurs create, refine, and commercialize intellectual property through the licensing or launching of a new business. Students in the program learn by experiencing the idea-to-venture process in an educational environment that’s hard-wired to support the development of novel, innovative, and commercially-viable technologies. Attendees will hear about the types of students from the first cohort, the perspective of the faculty members responsible for developing and implementing the curriculum, and lessons learned.
Innovation Benefits Realization for Industrial Research (Part-5)Iain Sanders
This document discusses aligning technology and innovation portfolios with business needs. It emphasizes identifying core technologies that can launch new product development and securing adequate investments and technical talent. Rapid intelligence gathering and processing is key, involving problem-solving, identifying opportunities, and commercial project planning. The strategies outlined include paths to value creation, world-class science, financial stability, and people/resource requirements. It also discusses locating actual technology platforms to build portfolios upon.
The document discusses Tomoharu Nagasawa's presentation on developing engineering skills that will still be relevant in 10 years. It emphasizes continuous feedback and Visual Studio "11" as keys to an enduring development environment. Nagasawa is an evangelist at Microsoft who focuses on agility, communities, and tools.
This document discusses brand development and new product development (NPD). It begins with an introduction of the presenter, David G. Elliott, including his background in health and beauty marketing. The document then discusses how NPD involves both art and science. It provides examples of how to strategically develop brands through understanding consumer and shopper research, motivations, and retail needs. The summary emphasizes that successful NPD requires a strategic approach considering both the artistic and scientific elements of creating new products that meet consumer and retailer expectations.
Hugo Borelli Resende presented on open innovation initiatives in Brazil at an Embraer event. Embraer follows a staged R&D model moving from basic research to applied research to advanced technology development and validation before product development. Embraer has partnerships globally including in the US, Europe, China and Singapore and has over 3,800 engineers. Embraer develops commercial, executive and defense aircraft simultaneously and its revenues have grown significantly since the late 1990s as exports account for over 96% of its business.
This document discusses various topics related to innovation including open innovation, business model innovation, dynamic capabilities, knowledge creation, and platforms and innovation. It provides examples and definitions for these innovation-related concepts. The document also addresses identifying new opportunities, defining innovation strategies, and renewing organizational capabilities to support innovation efforts.
Outside Chevron External Technology Development Presentation August 2009bchalonergill
The document summarizes Chevron's External Technology Development (ETD) group, which identifies and develops technologies from external sources to support Chevron's downstream manufacturing needs. ETD works closely with Global Manufacturing to address challenges in areas like reliability, process improvements, measurement, and environmental protection. Current projects include coatings for corrosion prevention, crude pretreatment, and emissions reductions. The goal is to rapidly assess, develop, and demonstrate promising external technologies through partnerships.
Presentation held at the Hogeschool van Amsterdam to share our (ICA) experience with Scrum in an educational context. More info on http://wiki.icaprojecten.nl.
In 2012, Lehigh University launched a new master’s degree in technical entrepreneurship. The cross disciplinary approach opened the door to graduate school education in technical entrepreneurship for students from all academic backgrounds, creating a melting pot of experience, skills and aspirations in the classroom. This one-year, 30-credit professional master’s program (M.Eng.) in technical entrepreneurship helps student entrepreneurs create, refine, and commercialize intellectual property through the licensing or launching of a new business. Students in the program learn by experiencing the idea-to-venture process in an educational environment that’s hard-wired to support the development of novel, innovative, and commercially-viable technologies. Attendees will hear about the types of students from the first cohort, the perspective of the faculty members responsible for developing and implementing the curriculum, and lessons learned.
Innovation Benefits Realization for Industrial Research (Part-5)Iain Sanders
This document discusses aligning technology and innovation portfolios with business needs. It emphasizes identifying core technologies that can launch new product development and securing adequate investments and technical talent. Rapid intelligence gathering and processing is key, involving problem-solving, identifying opportunities, and commercial project planning. The strategies outlined include paths to value creation, world-class science, financial stability, and people/resource requirements. It also discusses locating actual technology platforms to build portfolios upon.
The document discusses Tomoharu Nagasawa's presentation on developing engineering skills that will still be relevant in 10 years. It emphasizes continuous feedback and Visual Studio "11" as keys to an enduring development environment. Nagasawa is an evangelist at Microsoft who focuses on agility, communities, and tools.
This document discusses brand development and new product development (NPD). It begins with an introduction of the presenter, David G. Elliott, including his background in health and beauty marketing. The document then discusses how NPD involves both art and science. It provides examples of how to strategically develop brands through understanding consumer and shopper research, motivations, and retail needs. The summary emphasizes that successful NPD requires a strategic approach considering both the artistic and scientific elements of creating new products that meet consumer and retailer expectations.
IDEO Product Development Presentation Team 4_FinalKaren He
IDEO uses design thinking methodology and prototyping to create user-friendly products. It helped develop the Palm Pilot and later the slimmer Palm V. When asked to work on the Handspring Visor, a proposed competitor, IDEO initially considered declining due to brand issues but ultimately accepted and launched the Visor in 1999, though it had design flaws. This case examines IDEO's process versus traditional project management and differences between the Palm V and Visor projects.
MOB-1298_How to Harness Human Data and Insights to Develop Better Mobile Expe...Karen He
IBM's statements regarding potential future products are subject to change without notice and are not commitments to deliver functionality. Information provided about potential future products is intended for general guidance only and should not be relied upon for purchasing decisions. Performance measurements are based on controlled environments and actual user performance may vary depending on configuration and workload.
The document provides an overview of decision making models including the rational model, non-rational models, intuition-based models, and group decision making techniques. It then summarizes IDEO's approach to design thinking which includes emphasizing empathy with customers, considering anything is possible during brainstorming, prototyping solutions, using technology creatively, and working with speed. The document also reviews IDEO's work designing the AT&T mMode mobile application to make it more intuitive for customers.
The document outlines a 5-step method used by IDEO for product development that includes understanding the market, client and technology, observing user behaviors and points of confusion, visualizing solutions through role playing, storyboarding and prototyping, evaluating and refining prototypes, and implementing a final commercialized product.
Dr. Isaksen and I collaborated to develop and present this study at the 10th Annual European Conference on Innovation in Copenhagen, Denemark in October 2008
IMT Lecture: Transforming Invention To InnovationDjadja Sardjana
This document provides an overview of a lecture on designing and implementing technology strategy to transform inventions into innovations. It defines key concepts like invention, innovation, innovation diffusion, and the role of entrepreneurs and innovators. It discusses factors for innovation success and failure. It also outlines frameworks for managing the innovation process, including stage-gate models and the importance of cooperation in networks. The document lists several books recommended for further reading on managing technological innovation and strategy.
23 principles of successful product companiesBrowne & Mohan
This document outlines 23 principles of successful Indian software product companies as identified by Dr. T R Madan Mohan. Some of the key principles include:
- Identifying market opportunities based on IT adoption, regulations, efficiency needs, and friction in paper-based processes.
- Developing "minimum viable products" focused on core functionality before adding additional features.
- Building modular products and aligning with dominant technology platforms to reduce costs.
- Pursuing a disciplined and controlled development approach, limiting customization and variety initially.
- Focusing sales approaches on named accounts rather than broad marketing, and emphasizing different metrics for inside, indirect, and direct sales teams.
- Scaling through
Ever asked why great engineers prefer working for certain companies? Or why certain companies are more admired than others? In this lecture I will share few ingredients of the strong engineering culture and why technologists prefer working for one company than for another.
This document outlines a project to gain experience in small-scale manufacturing of high technology products. The project involves analyzing the manufacturing situation at a small aircraft startup and undertaking a project to establish small-scale production. The goals are to kick-start the startup's production, gain shareable experience, and provide benefit to the industry. Key tasks include analyzing the current manufacturing situation, specifying the product process, creating a technical process chart, defining necessary resources, organizing the technical process, and running the production.
This document provides the brief and requirements for a video project commissioned by Salford Royal NHS Foundation Trust. The project involves creating a 90-120 second animation to promote hand washing in the hospital's new main entrance. Key messages include infection control, protecting patients by washing hands, and demonstrating proper hand washing technique. The animation must use NHS branding colors and credit the students who created it. The deadline to submit the finished film is June 8, 2012.
This document provides a brief for a video project commissioned by Salford Royal NHS Foundation Trust. The brief requests the production of a 90-120 second animation to promote hand washing in the hospital, which will play on a video wall in the main entrance. Key messages include infection control, protecting patients by washing hands, and demonstrating proper hand washing technique. The animation should use NHS brand colors and properly attribute the trust. The deadline for submission is June 8, 2012. Accompanying tasks for students include developing ideas, pitching a proposal, creating pre-production materials, and producing the final films.
This document provides the brief and requirements for a video project commissioned by Salford Royal NHS Foundation Trust. The project involves creating a 90-120 second animation to promote hand washing in the hospital's new main entrance. Key messages include infection control, protecting patients by washing hands, and demonstrating proper hand washing technique. The animation must use NHS branding colors and credit the students who created it. The deadline to submit the finished film is June 8, 2012.
This document provides the brief and requirements for a video project commissioned by Salford Royal NHS Foundation Trust. The project involves creating a 90-120 second animation to promote hand washing in the hospital's new main entrance. Key messages include infection control, protecting patients by washing hands, and demonstrating proper hand washing technique. The animation must use NHS branding colors and credit the students who created it. The deadline to submit the finished film is June 8, 2012.
This document provides the brief and requirements for a video project commissioned by Salford Royal NHS Foundation Trust. The project involves creating a 90-120 second animation to promote hand washing in the hospital's new main entrance. Key messages include infection control, protecting patients by washing hands, and demonstrating proper hand washing technique. The animation must use NHS branding colors and credit the students who created it. The deadline to submit the finished film is June 8, 2012.
This document provides the brief and requirements for a video project commissioned by Salford Royal NHS Foundation Trust. The goal is to create a 90-120 second animation promoting hand washing in hospitals, without sound, to play on a video wall in the hospital entrance. Key messages include infection control and hand washing technique. Graphic animation is preferred. The video must follow NHS branding guidelines and credit the students who created it. The deadline to submit the final video is June 8, 2012. The brief outlines tasks for students to complete, including developing ideas, pitching a proposal, creating pre-production plans, and producing the final film.
This document provides the brief and requirements for a video project commissioned by Salford Royal NHS Foundation Trust. The project involves creating a 90-120 second animation to promote hand washing in the hospital's new main entrance. Key messages include infection control, protecting patients by washing hands, and demonstrating proper hand washing technique. The animation must use NHS branding colors and properly attribute the trust. It is due by June 8th for playback on the new video wall without sound.
This document provides the brief and requirements for a video project commissioned by Salford Royal NHS Foundation Trust. The project involves creating a 90-120 second animation to promote hand washing in the hospital's new main entrance. Key messages include infection control, protecting patients by washing hands, and demonstrating proper hand washing technique. The animation must use NHS branding colors and credit the students who created it. The deadline to submit the finished film is June 8, 2012.
This document provides the brief and requirements for a video project commissioned by Salford Royal NHS Foundation Trust. The project involves creating a 90-120 second animation to promote hand washing in the hospital's new main entrance. Key messages include infection control, protecting patients by washing hands, and demonstrating proper hand washing technique. The animation must use NHS branding colors and credit the students who created it. The deadline to submit the finished film is June 8, 2012.
This document provides the brief and requirements for a video project commissioned by Salford Royal NHS Foundation Trust. The project involves creating a 90-120 second animation to promote hand washing in the hospital's new main entrance. Key messages include infection control, protecting patients by washing hands, and demonstrating proper hand washing technique. The animation must use NHS branding colors and credit the students who created it. The deadline to submit the finished film is June 8, 2012.
Open 2013: The First Step Toward Educating More Innovative Engineers in Cor...the nciia
This document discusses a study to understand the competencies that innovation leaders want in new engineers to make them more effective innovators. Over 100 leaders identified technical competence, innovation skills like experimentation and cross-pollination of ideas, breadth of knowledge, communication, teamwork, and confidence as important. The study involved multiple phases including surveys and interviews to understand these competencies in more depth and their implications for engineering education.
IDEO Product Development Presentation Team 4_FinalKaren He
IDEO uses design thinking methodology and prototyping to create user-friendly products. It helped develop the Palm Pilot and later the slimmer Palm V. When asked to work on the Handspring Visor, a proposed competitor, IDEO initially considered declining due to brand issues but ultimately accepted and launched the Visor in 1999, though it had design flaws. This case examines IDEO's process versus traditional project management and differences between the Palm V and Visor projects.
MOB-1298_How to Harness Human Data and Insights to Develop Better Mobile Expe...Karen He
IBM's statements regarding potential future products are subject to change without notice and are not commitments to deliver functionality. Information provided about potential future products is intended for general guidance only and should not be relied upon for purchasing decisions. Performance measurements are based on controlled environments and actual user performance may vary depending on configuration and workload.
The document provides an overview of decision making models including the rational model, non-rational models, intuition-based models, and group decision making techniques. It then summarizes IDEO's approach to design thinking which includes emphasizing empathy with customers, considering anything is possible during brainstorming, prototyping solutions, using technology creatively, and working with speed. The document also reviews IDEO's work designing the AT&T mMode mobile application to make it more intuitive for customers.
The document outlines a 5-step method used by IDEO for product development that includes understanding the market, client and technology, observing user behaviors and points of confusion, visualizing solutions through role playing, storyboarding and prototyping, evaluating and refining prototypes, and implementing a final commercialized product.
Dr. Isaksen and I collaborated to develop and present this study at the 10th Annual European Conference on Innovation in Copenhagen, Denemark in October 2008
IMT Lecture: Transforming Invention To InnovationDjadja Sardjana
This document provides an overview of a lecture on designing and implementing technology strategy to transform inventions into innovations. It defines key concepts like invention, innovation, innovation diffusion, and the role of entrepreneurs and innovators. It discusses factors for innovation success and failure. It also outlines frameworks for managing the innovation process, including stage-gate models and the importance of cooperation in networks. The document lists several books recommended for further reading on managing technological innovation and strategy.
23 principles of successful product companiesBrowne & Mohan
This document outlines 23 principles of successful Indian software product companies as identified by Dr. T R Madan Mohan. Some of the key principles include:
- Identifying market opportunities based on IT adoption, regulations, efficiency needs, and friction in paper-based processes.
- Developing "minimum viable products" focused on core functionality before adding additional features.
- Building modular products and aligning with dominant technology platforms to reduce costs.
- Pursuing a disciplined and controlled development approach, limiting customization and variety initially.
- Focusing sales approaches on named accounts rather than broad marketing, and emphasizing different metrics for inside, indirect, and direct sales teams.
- Scaling through
Ever asked why great engineers prefer working for certain companies? Or why certain companies are more admired than others? In this lecture I will share few ingredients of the strong engineering culture and why technologists prefer working for one company than for another.
This document outlines a project to gain experience in small-scale manufacturing of high technology products. The project involves analyzing the manufacturing situation at a small aircraft startup and undertaking a project to establish small-scale production. The goals are to kick-start the startup's production, gain shareable experience, and provide benefit to the industry. Key tasks include analyzing the current manufacturing situation, specifying the product process, creating a technical process chart, defining necessary resources, organizing the technical process, and running the production.
This document provides the brief and requirements for a video project commissioned by Salford Royal NHS Foundation Trust. The project involves creating a 90-120 second animation to promote hand washing in the hospital's new main entrance. Key messages include infection control, protecting patients by washing hands, and demonstrating proper hand washing technique. The animation must use NHS branding colors and credit the students who created it. The deadline to submit the finished film is June 8, 2012.
This document provides a brief for a video project commissioned by Salford Royal NHS Foundation Trust. The brief requests the production of a 90-120 second animation to promote hand washing in the hospital, which will play on a video wall in the main entrance. Key messages include infection control, protecting patients by washing hands, and demonstrating proper hand washing technique. The animation should use NHS brand colors and properly attribute the trust. The deadline for submission is June 8, 2012. Accompanying tasks for students include developing ideas, pitching a proposal, creating pre-production materials, and producing the final films.
This document provides the brief and requirements for a video project commissioned by Salford Royal NHS Foundation Trust. The project involves creating a 90-120 second animation to promote hand washing in the hospital's new main entrance. Key messages include infection control, protecting patients by washing hands, and demonstrating proper hand washing technique. The animation must use NHS branding colors and credit the students who created it. The deadline to submit the finished film is June 8, 2012.
This document provides the brief and requirements for a video project commissioned by Salford Royal NHS Foundation Trust. The project involves creating a 90-120 second animation to promote hand washing in the hospital's new main entrance. Key messages include infection control, protecting patients by washing hands, and demonstrating proper hand washing technique. The animation must use NHS branding colors and credit the students who created it. The deadline to submit the finished film is June 8, 2012.
This document provides the brief and requirements for a video project commissioned by Salford Royal NHS Foundation Trust. The project involves creating a 90-120 second animation to promote hand washing in the hospital's new main entrance. Key messages include infection control, protecting patients by washing hands, and demonstrating proper hand washing technique. The animation must use NHS branding colors and credit the students who created it. The deadline to submit the finished film is June 8, 2012.
This document provides the brief and requirements for a video project commissioned by Salford Royal NHS Foundation Trust. The goal is to create a 90-120 second animation promoting hand washing in hospitals, without sound, to play on a video wall in the hospital entrance. Key messages include infection control and hand washing technique. Graphic animation is preferred. The video must follow NHS branding guidelines and credit the students who created it. The deadline to submit the final video is June 8, 2012. The brief outlines tasks for students to complete, including developing ideas, pitching a proposal, creating pre-production plans, and producing the final film.
This document provides the brief and requirements for a video project commissioned by Salford Royal NHS Foundation Trust. The project involves creating a 90-120 second animation to promote hand washing in the hospital's new main entrance. Key messages include infection control, protecting patients by washing hands, and demonstrating proper hand washing technique. The animation must use NHS branding colors and properly attribute the trust. It is due by June 8th for playback on the new video wall without sound.
This document provides the brief and requirements for a video project commissioned by Salford Royal NHS Foundation Trust. The project involves creating a 90-120 second animation to promote hand washing in the hospital's new main entrance. Key messages include infection control, protecting patients by washing hands, and demonstrating proper hand washing technique. The animation must use NHS branding colors and credit the students who created it. The deadline to submit the finished film is June 8, 2012.
This document provides the brief and requirements for a video project commissioned by Salford Royal NHS Foundation Trust. The project involves creating a 90-120 second animation to promote hand washing in the hospital's new main entrance. Key messages include infection control, protecting patients by washing hands, and demonstrating proper hand washing technique. The animation must use NHS branding colors and credit the students who created it. The deadline to submit the finished film is June 8, 2012.
This document provides the brief and requirements for a video project commissioned by Salford Royal NHS Foundation Trust. The project involves creating a 90-120 second animation to promote hand washing in the hospital's new main entrance. Key messages include infection control, protecting patients by washing hands, and demonstrating proper hand washing technique. The animation must use NHS branding colors and credit the students who created it. The deadline to submit the finished film is June 8, 2012.
Open 2013: The First Step Toward Educating More Innovative Engineers in Cor...the nciia
This document discusses a study to understand the competencies that innovation leaders want in new engineers to make them more effective innovators. Over 100 leaders identified technical competence, innovation skills like experimentation and cross-pollination of ideas, breadth of knowledge, communication, teamwork, and confidence as important. The study involved multiple phases including surveys and interviews to understand these competencies in more depth and their implications for engineering education.
- Complex products require strong project management and commitment from sales channels to avoid launch disasters. A local champion and understanding local needs is important.
- The product is never 100% ready for launch but communicating known issues and updating customers regularly can help. Having a plan to complete the product range and manage expectations is also key.
- Truly understanding the market and customers, committing to the product, and not relying too heavily on untargeted leads can lead to more successful launches compared to cases where these factors were missing.
This document provides details for a video project brief from Salford Royal NHS Foundation Trust. The brief is for a 60-90 second video to encourage people to become foundation trust members. Key messages for the video include promoting membership benefits and providing a clear call to action. Students must follow NHS branding guidelines and credit the college upon completion. The deadline for submissions is June 8, 2012.
This document provides details for a video project brief from Salford Royal NHS Foundation Trust. The brief is for a 60-90 second video to encourage people to become foundation trust members and will play on a video wall in the hospital entrance. It outlines the client and their goals, key messages to include, branding guidelines, deadline, and required project management support. Students are to originate, develop, research and pitch ideas; plan pre-production; and produce the final films as per the brief and grading criteria.
This document provides details for a video project brief from Salford Royal NHS Foundation Trust. The brief is for a 60-90 second video to encourage people to become foundation trust members. It specifies key messages to include, branding guidelines, and a deadline of June 8th 2012. The assignment will be graded based on criteria including originating and developing ideas, pitching a proposal, and managing the production process with assistance.
Similar to case discussion:DEO Product Development (20)
1. Case Discussion:
IDEO Product Development
Presented By: Group-4 1
2. Agenda
1.Company Profile
2.Company Analysis
3.IDEO Development & Design process
4.Situation Analysis
5.Problem Identification
6.Available Alternatives
7.Possible Solution
2
3. Company Profile
Is a design and innovation firm founded in 1991 by merger of ID two
and David Kelly Design. The merger brought many services like
engineering (both mechanical and electrical) ergonomics,
information technology, prototype machining and cognitive
psychology under one umbrella.
Company Type Private
Headquarters Palo Alto, California, United States
Area served Worldwide
Key people Tim Brown, CEO
Tom Kelley, General Manager
David Kelley
Employees 550+
Major Client Apple Computer, AT & T, Samsung,
Philips, Amtrak, Steelcase etc.
Website www.ideo.com
3
4. Company Analysis
Process Culture
PH 0 :- Understand/observe 1. Playful and Messy
Environment.
PH- I :- Visualize /realize
2. Learning culture.
PH- II :- Evaluating/refining 3. Frequent Prototyping and
brainstorming.
PH- III:- Implement (Detailed 4. Freedom to showcase
Engineering) Innovative and creative
PH- III:- Implement ideas and inspiring
(manufacturing liaison) innovators.
5. Operated on the principle
Funnel Process & Provide all of failing often to succeed
services under one umbrella that sooner.
client needs.
4
5. Company Analysis
Organization Management
1. Extremely Flat organization. 1. Creative and inspired group
2. No permanent team, job and of people.
assignment to promote fresh 2. At times company’s leader
ideas. follow a deep dive
3. Flexible and have experience of approach.
over a thousand projects. 3. Creating a democracy of
4. Respect for new ideas and ideas.
invention. 4. Fast decision making.
5. Comfortable with confusion ,
incomplete information.
5
6. IDEO Development & Design Process
Phase 0
1.Feasibility of
designing of OUTPUT
product.
Feasibility record
2.Understanding along with major
and observing the discoveries about
client's needs and market place and
its business and users.
consumer needs.
6
7. IDEO Development & Design Process
Phase I
OUTPUT
1.Potential solution
through prototypes. 1.Understanding of
product context.
2. Involved similar
activates as phase -0 2.Manufacturing
. Like market strategy
research data
3. Concept for 3D
model
7
8. IDEO Development & Design Process
Phase II
1. Development of
functional prototype. OUTPUT
2. Resolve technical
problem and user 1. Functional model.
concerned
3. Engineering part 2. Documentation of
also comes in this
detailed engineering
phase
4. Close coordination and technical
with other project specification
groups for proper
alignment
8
9. IDEO Development & Design Process
Phase III
1. Product designing and
verification of
OUTPUT
working.
2. Validate 1. Fully functional
manufacturability and design model.
performance. 2. Tooling database and
3. Low level involvement technical
with design team and documentation.
machine shop. 3. Vender selection.
4. Testing for
government
regulation
9
10. IDEO Development & Design Process
Phase IV
1. Issue resolving in final
design. To ensure
smooth release for
manufacturing. OUTPUT
2. Supervision of tooling
production, 1. Product handover to
regulatory approval. the client.
3. Construction for pilot
run and testing
manufacturing
feasibility
10
11. Case Situation analysis
IDEO developed Pam V hand –held computer for 3Com considered a
successful product with large commercial potential.
Now IDEO was asked to design the Palm competing product called Visor
with the same team they had worked during development of Palm V.
Now the same team is working for Handspring a new venture with a goal
to develop a Palm V competing product.
Hawkins and Dubinsky decided to keep the price of Visor $150 far below
Palm series.
Since, They wanted to reach Visor to customers as quickly as possible.
For the reason they propone the date of launch in late 1999 instead of
spring 2000 which was earlier communicated to IDEO.
11
12. Problem Identification
This would force the IDEO to reduce the product
development cycle by 10 months.
Which would require them to eliminate many of the early
development stages that firm was particularly good at.
Forcing IDEO to Sacrifice innovation and design in order
to meet client goal that could effect the quality of design
and product may fail.
12
13. Question Arises??
What would be the difference in the quality of the
product if it is launched in late 1999 rather than in
spring 2000?
Will visor lose market share if launched in 2000?
Is market research necessary for such an innovative and
never seen before product?
Can IDEO sustain its quality standards by designing the
product in less than half of the time which they usually
take to design a new product?
13
14. Analysis
Contingency Table:
Product launch 1999 2000
Target Group
Men
Women
Children
Market share More Less
Product Quality Less More
Innovation in product Less More
Customer loyalty for More Less (Competition)
next product in the
14
series
15. Alternatives:
1. Don’t accept the project.
2. Accept the project only if handspring management
provides enough time to complete it.
3. Accept the project as it is.
4. Negotiate to get some more time but accept the project
anyways.
15
16. Alternative 1.
Do not Accept the IDEO Perspective
Pros:
project 3. Failure of development
can be avoided.
Cons:
1.IDEO will miss the
opportunity to develop a
revolutionary product with
the team they already had
done a successful project
Palm V.
2.It will effect the
reputation of IDEO as it
had potential to meet
challenging deadlines.
16
17. Alternative 2
Delay the release RISK- Handspring’s
so that more time Perspective
Risk of missing out on
could be spent
valuable market entry
designing it timing, which could cut
properly for the into profits or allow
market it was competitors time to
gain control of the
intended for. market and gain
followers that
potentially could have
been Visor customers.
17
18. Alternative 3
Accept the RISK- IDEO Perspective
1. Though the IDEO team is
project as it is. capable but still the
chances are there that
product could fail.
Handspring’s Perspective
1. Product will be avail. At
the time of festival
season which could help
to gain mkt share.
18
19. Alternative 4
Negotiate to get some RISK- Handspring’s
more time but accept Perspective
the project anyways.
Risk of missing out on
valuable market entry
timing, which could cut
into profits or allow
competitors time to
gain control of the
market and gain
followers that
potentially could have
been Visor customers.
19
20. Suggested Possible Solution
• Request for more time :- So that high quality end product can be
created.
Emphasize on need for market research; the Palm V and the Visor are similar
products in some ways, but are, in fact, different in fundamental ways that will
affect the appeal for the target customers. Knowing who their target customers
are in the first place will help them to design the product that their customers
want.
• If Accept, Provide complementary promise of(put large amount f resource) offer
to handspring. It will give IDEO a chance to live up to its reputation as a world-class
innovative designing consultancy.
• If Declines, will request that they engage in whatever market research they are
able to do before pushing ahead the design and production of the new device. This
will contribute to a better product that is more tailored for the consumers when it
does enter the marketplace**.
** In this situation several independent teams would require working simultaneously
on the Visor project to increase innovation over the short period of time. 20