This document discusses cultivating an imaginative culture that behaves creatively. It argues that organizations need to create conditions that foster organic growth, social innovation, integrative thinking and creative behavior. Design thinking and human-centered approaches can help organizations change how they think about risk, opportunity and defining the future in adaptive ways. Social innovation is a human phenomenon that requires understanding people more than technology or business models.
Hub istanbul is in startup phase. Here is what we dream of Hub istanbul. Thanks to the team Neslihan Akman, Gamze Konca, James Halliday, Fatih Boran Berber
This was the presentation I gave at the Ross Net Impact 2011 conference at the Ross School of Business at the University of Michigan on the topic of Design Thinking for Social Innovation.
"While many organizations understand how leadership is
changing, their cultures have not yet adapted to encourage these new leadership
traits. This paper provides some techniques for developing a culture that fosters
innovation and encourages 21st century leadership methods and mindsets."
Hub istanbul is in startup phase. Here is what we dream of Hub istanbul. Thanks to the team Neslihan Akman, Gamze Konca, James Halliday, Fatih Boran Berber
This was the presentation I gave at the Ross Net Impact 2011 conference at the Ross School of Business at the University of Michigan on the topic of Design Thinking for Social Innovation.
"While many organizations understand how leadership is
changing, their cultures have not yet adapted to encourage these new leadership
traits. This paper provides some techniques for developing a culture that fosters
innovation and encourages 21st century leadership methods and mindsets."
Trends as Opportunities for Customer 3.1Chris Jackson
My presentation for Customer 3.1 conference, looking at global and domestic trends in customer experience, as well as the things we are seeing in our projects at DNA.
If people are given the right tools and the right environment, will hey spontaneously collaborate and share knowledge? Why do some people find it difficult to share and collaborate? Would incentives and rewards make a difference? These and similar issues are explored in this presentation given at the recent Knowledge and Innovation Network (KIN) Summer Workshop.
Our Credentials Presentation - not too descriptive. The following presentation is made to not stand alone and be presented by us, in person, but nevertheless, a great way to get a foot in the door of your considering us as professionals and our services as unique. Cheers!
This presentation is about the power of starting with value instead of profit when doing business. How you can create value beyond calculation and be successful beyond the status quo if you you a a human centered focus. A human centered focus in how you create value, the value you deliver and how you capture the value.
Detailing the change process in a large regional hospital towards applying design methods in the development of their services and care centre.
http://designforhealthcare.blogspot.com
Presented at Studying and Improving Design Practice Symposium at Aalto University
6.9.2012
The first prototype of our approaches to move beyond design thinking at DNA. Touching on a number of new tools and techniques as well as theoretical positions from a number of sources. Very much the bleeding edge of our current position.
Developing The Future of Driving: Smart Systems to Keep Connected Drivers Safe. Presentation given at May 6 Conference: The New American Dream: Smart Grid, Smart Home, Smart Car
A User Experience Model For Online Graduate Design EducationHumanCentered
Research and design development are reported on an improved and expansive model for graduate-level professional design education. The model proposes a comprehensive learning experience for blended groups of face-to-face and online learners. The current state of enterprise application software for online education was studied and followed by focused user research of online learners and graduate-level designers. A needs- clustering technique was employed to assess and group salient student needs. From these insights, design teams explored ways of coordinating and delivering a high quality learning experience to graduate designers.
Trends as Opportunities for Customer 3.1Chris Jackson
My presentation for Customer 3.1 conference, looking at global and domestic trends in customer experience, as well as the things we are seeing in our projects at DNA.
If people are given the right tools and the right environment, will hey spontaneously collaborate and share knowledge? Why do some people find it difficult to share and collaborate? Would incentives and rewards make a difference? These and similar issues are explored in this presentation given at the recent Knowledge and Innovation Network (KIN) Summer Workshop.
Our Credentials Presentation - not too descriptive. The following presentation is made to not stand alone and be presented by us, in person, but nevertheless, a great way to get a foot in the door of your considering us as professionals and our services as unique. Cheers!
This presentation is about the power of starting with value instead of profit when doing business. How you can create value beyond calculation and be successful beyond the status quo if you you a a human centered focus. A human centered focus in how you create value, the value you deliver and how you capture the value.
Detailing the change process in a large regional hospital towards applying design methods in the development of their services and care centre.
http://designforhealthcare.blogspot.com
Presented at Studying and Improving Design Practice Symposium at Aalto University
6.9.2012
The first prototype of our approaches to move beyond design thinking at DNA. Touching on a number of new tools and techniques as well as theoretical positions from a number of sources. Very much the bleeding edge of our current position.
Developing The Future of Driving: Smart Systems to Keep Connected Drivers Safe. Presentation given at May 6 Conference: The New American Dream: Smart Grid, Smart Home, Smart Car
A User Experience Model For Online Graduate Design EducationHumanCentered
Research and design development are reported on an improved and expansive model for graduate-level professional design education. The model proposes a comprehensive learning experience for blended groups of face-to-face and online learners. The current state of enterprise application software for online education was studied and followed by focused user research of online learners and graduate-level designers. A needs- clustering technique was employed to assess and group salient student needs. From these insights, design teams explored ways of coordinating and delivering a high quality learning experience to graduate designers.
Presenter: Betsey Merkel, The Institute for Open Economic Networks (I-Open) at the COINs-collaborative innovation networks Conference 2010, hosted by the Savannah College of Art & Design in Savannah, Georgia USA on October 7-9, 2010.
Title: Contextual Transmedia Communications: Content and Creativity in Complexity
Presenter: Betsey Merkel, The Institute for Open Economic Networks (I-Open) at the COINs-collaborative innovation networks Conference 2010, hosted by the Savannah College of Art & Design in Savannah, Georgia USA on October 7-9, 2010.
From the Abstract and a Presentation Overview: The human race is faced with engaging in exponential levels of complexity resulting from expanding populations, limited natural resources, and maturating cycles of the World Wide Web. Habits of capacity building - that of inventory, meaning, and experimentation -- remain at levels suited to an industrial age of linear scarcity. The results of this mismatch can be seen in widespread U.S. unemployment, poverty, and exponential natural systems failure. Disruptions such as these will continue to diminish our collective creative abilities to advance innovative enterprise unless we think and act differently. How and what we communicate affects the economic impact of creativity.
Design Thinking as new strategic tool. Presentation made to spark the discussion about innovation & inspiration and new business opportunities. And how to introduce Design Thinking as a strategic tool in your company.
Multi-dimensional: Building 21st Century Experiences for Financial Outcomes Harriet Wakelam
This presentation was given as a keynote at UX Finance, Istanbul Turkey 2013. It looks at the frameworks and key challenges of designing multi-channel customer experiences that deliver to financial outcomes, not just business outcomes.
Design Thinking Comes of AgeThe approach, once.docxdonaldp2
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.
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 ...
Innomantra - Create the Future - Product Portfolio 2022 v1.0FInnomantra
About Innomantra
Innomantra is a leading Digital, Innovation, and Intellectual property management consulting and services firm. It helps organizations to design and achieve their digital strategy from idea to implementation, Innovation Management Systems, and Intellectual property goals by enhancing culture for amplified efficiency and exponential growth.Innovation3x and Discover Design Thinking describe the philosophy which it believes in, that innovative organizations must identify innovation goals that seek to achieve a 3x and beyond to boost their performance. Innomantra's signature three-fold approach to innovation that looks at overall business strategy, people, and functional systems in a digital ecosystem is globally recognized. Innomantra has a wide range of 50+ clients range from small and medium businesses to Fortune Global 500 organizations. It has a strategic alliance with global leaders in Digital and Innovation. Innomantra is headquartered in Bengaluru, India, and has a global presence.
www.innomantra.com / contact@innomantra.com
Health Care Customer Archetypes Innovating For Key Dimensions of Customer Nee...HumanCentered
Health Care Customer Archetypes
Innovating For Key Dimensions of
Customer Need, Want and Aspiration.
Michael Eckersley, MFA, PhD
Customer Needs Discovery & Innovation
Congress, Chicago, 13 June, 2007
Methods for Madness: Formalization and Automation of Generative Design ProcessesHumanCentered
Michael D. Eckersley
Published in "Design methodology and relationships with science", By M. J. de Vries, Nigel Cross, Donald P. Grant. NATO ASI Series. Behavioral and Social Sciences, Kluwer Academic Publishers, Netherlands, 1993
Twenty-four graduate and undergraduate Industrial Design and Design Management
students from the University of Kansas set studied the public waste and recycling system for the City of Lawrence, Kansas. Students also researched best practices broadly for waste and recycling. Business (economic), technology, and customer experience factors were considered. The result is a rough design plan for phased implementation of a more efficient, comprehensive waste management system for the City of Lawrence with the promise of increased convenience and significantly improved rates of household recycling behavior.
White wonder, Work developed by Eva TschoppMansi Shah
White Wonder by Eva Tschopp
A tale about our culture around the use of fertilizers and pesticides visiting small farms around Ahmedabad in Matar and Shilaj.
Can AI do good? at 'offtheCanvas' India HCI preludeAlan Dix
Invited talk at 'offtheCanvas' IndiaHCI prelude, 29th June 2024.
https://www.alandix.com/academic/talks/offtheCanvas-IndiaHCI2024/
The world is being changed fundamentally by AI and we are constantly faced with newspaper headlines about its harmful effects. However, there is also the potential to both ameliorate theses harms and use the new abilities of AI to transform society for the good. Can you make the difference?
Between Filth and Fortune- Urban Cattle Foraging Realities by Devi S Nair, An...Mansi Shah
This study examines cattle rearing in urban and rural settings, focusing on milk production and consumption. By exploring a case in Ahmedabad, it highlights the challenges and processes in dairy farming across different environments, emphasising the need for sustainable practices and the essential role of milk in daily consumption.
Hello everyone! I am thrilled to present my latest portfolio on LinkedIn, marking the culmination of my architectural journey thus far. Over the span of five years, I've been fortunate to acquire a wealth of knowledge under the guidance of esteemed professors and industry mentors. From rigorous academic pursuits to practical engagements, each experience has contributed to my growth and refinement as an architecture student. This portfolio not only showcases my projects but also underscores my attention to detail and to innovative architecture as a profession.
3. OUR PRACTICES TOUCH RESULT
human research & products new value
discovery
concept consumer
services
development experience
design strategy systems perception
visualization / brands human behavior
simulation
environments system behavior
4.
5. Q: How can an
innovation culture Q: What kinds of
be cultivated in sensibilities, skills,
organizations? and talents should
be sought for to
accomplish such
work?
Q: What would
success look like?
What will new value, Q: What tools,
solutions and processes and
advantages leadership should
resemble? teams be given in
order to succeed?
6. the
context
Organizations are struggling to be
competitive in a dynamic global
economy, to achieve sustainable
growth, and find the future first.
All at the same time.
The challenges are significant...
7. changing ourselves
(1945)
We are shaping the world faster than we can
change ourselves, and we are applying to the
present the habits of the past.”
– Winston Churchill
8. the adaptive corporation
(1985)
The corporate environment has grown increasingly
unstable, accelerative, and revolutionary... The
adaptive corporation, therefore, needs a new kind of
leadership. It needs “managers of adaptation”
equipped with a whole set of new, nonlinear skills.
–Alvin Toffler, The Adaptive Corporation
9. sense and respond
(2003)
“Management is shifting from a stance of
predicting and controlling change to one of
building an organization to sense change and to
respond appropriately – adaptive management”.
–Christopher Meyer
Monitor
10. Work (and workers) today are
very different from the atomized,
industrial work models of the past
11. the gap between what we are
and what we need to be is large
“In the archives of any decent -sized organization, an
unfiltered record will show institutional life in all it’s
boredom and inefficiency. Most initiatives fail. Internal
competition trumps external goals. People are petty,
whiny, and unmanageable.”
–Nicholas Lemann
12. Efforts at change or innovation are
routinely met with stiff resistance.
Norms and best practices have
their place, but new value creation
requires experimentation.
“Powerful constituencies inside the company
collectively beat the change idea into a shape that
more closely conforms to the existing business model
rather than to the opportunity in the market.”
--Clayton Christensen
13. Innovation: a social phenomenon
“Innovation is a social or economic term, not
a technological one, defined in terms of
demand rather than supply. changing value
and satisfaction obtained from resources by
the consumer.”
–Peter Drucker
14. we have built a system of
organizational life that
repels human creativity,
that inhibits innovation
15. Schedules
Goals
Budgets
Margins
Projections
Costs
Teams
Clients
Analysts
too often lost is a sense of
Vendors
PR
cohesion and integrated effort by
Sales
people passionate to create new
Production
value as a Service workers the future
pathway to
Managers
Strategists
Marketers
Designers
Engineers
Administrators
Regulators
Auditors
29. What creativity is (and isn’t)
“Creativity is an inspired riff on something
understood deeply”. It is not making something
up out of nothing. The value of creativity to an
organization is in the solutions, the actionable
ideas, the differentiated advantage it provides.
•Creativity is not a characteristic of individuals;
it is a class of activity.
•Ideation is not creativity. Uninformed ideas have no value.
•Creativity changes the systems that give objects meaning.
•Though there may be accidental discoveries, there is no
unintentional creativity.
–from R. Robinson & J. Hackett, “Creating the Conditions for Creativity”, DMI Journal
33. so what is design?
"Design is only secondarily about pretty
lumpy objects, and primarily about a whole
approach to doing business, serving
customers, and providing value."
"Design... has become central to enterprise
strategy."
–Tom Peters
36. the conventional
business approach create a develop sell them to
business offerings customers
(predict & provide)
>
build the bridge
>
deeply
a human-centered develop build a
understand
design approach concepts & business
users/
offerings around them
(learn & respond) contexts
adapted from Vijay Kumar, IIT
37. Sources of design innovation
+4 top-down
High Search:
global
innovations
+3 environmental
& market
factors macro economic
+2
market/industry
+1
organizational
0 “street-level” issues & operations
physical/biological
-1
socio-cultural
-2
Deep Search:
psychological
human
-3 factors
spiritual
bottom-up
-4 innovations
Learning Learning
Cycle 0 (time) Cycle 1
38. Social innovation:
Contributor archetypes
the the the the
warrior explorer saint artist
Inspired by Inspired by Inspired by Inspired by self-
challenge, exposure to new connecting with expression,
individually and/ and different and helping making meaning
or with a team, it worlds, imagining others; making the through art,
is all about something that world a better music, acting,
winning. has never been. place.” writing, etc.
adapted from “Cultivating organizational creativity in an age of
complexity.” IBM 2010 Chief Human Resource Officer Study
42. Managing polarities
refusing tradeoffs, looking for synthesis
physical Forward-thinking business designs will seek
world
to create new value at the intersection digital world
of the physical and virtual worlds
systems Finding solutions to complex problems design
requires both analytical and creative
thinking thinking styles working together thinking
Complex systems (for example, the human
efficiency body) are able to adapt in an orderly disruption
fashion to unexpected challenges because
their many distinctive parts work
smoothly together
Creative leadership is about seeking opportunities expand the
zero sum for shared value creation, even in the toughest
pie
times and most difficult circumstances
adapted from “Cultivating organizational creativity in an age of complexity.”
IBM 2010 Chief Human Resource Officer Study
43. Social innovation is a human
phenomenon of collective intelligence,
understanding and imagination. The
sweet spot of innovation is more about
the people than about technology or
business models. Mastery is earned not
by power or control, but through patient
collaboration and persistent influence.
44. Cultivating an imaginative culture that behaves creatively
! Muchas gracias!
Cartagena de Indias, Colombia
September 17, 2012
23 June, 2011
MichaelMichael Eckersley, PhD
Eckersley, PhD