The document discusses design thinking and innovation at HP. It begins by describing how industrial designers traditionally take a strategic, big picture approach to innovation. It then discusses the importance of design thinking, which involves understanding customer needs, conceptualizing solutions, and making concepts tangible through prototyping. A key part of this process is listening to and observing customers through activities like executive briefings and advisory councils to discover opportunities. The document provides the example of how HP developed its Quick Release bracket by solving a trading floor customer's problem of replacing displays quickly. It discusses how this solution led to broader innovation opportunities. It concludes with thoughts on continuously innovating and embracing change.
Here are some key questions that could be explored further:
- How can a design thinking approach help address complex, interconnected institutional challenges in a holistic way versus isolated point solutions?
- In what ways might design thinking foster collaborative cross-functional teams and processes versus traditional top-down, executive-led approaches?
- Could adopting human-centered research and visualization techniques lead to more sustainable long-term cultural and strategic change compared to transactional consulting models?
- What evidence exists that design thinking can effectively transfer practices and capabilities to institutions in a replicable way versus one-off engagements?
- How might ongoing design, shaping and iteration help institutions continually meet evolving learner needs versus static solutions?
- What
The document provides an overview of a co-creation platform that allows companies to engage customers, employees, and partners in developing new ideas and solutions. The platform includes features such as profiling members' skills and interests, notifying them of relevant challenges, collaboratively developing concepts, and exhibiting ideas to external partners. It aims to uncover customers' needs, inspire innovation, and help companies harness internal and external knowledge to create breakthrough concepts.
This document discusses how companies can leverage crowdsourcing and global participation to improve innovation processes. It outlines how traditional innovation relies on limited internal idea generation and validation, while Innovation 2.0 engages both internal and external crowds. Key benefits include gaining more market insights and ideas faster than competitors. Challenges include screening low quality ideas and prioritizing inputs, which require expertise. The document recommends reviewing current processes, identifying opportunities for automation and time savings, and piloting new social tools and processes to engage customers and drive downstream product development.
Welcome to Innovation Territory - ProductCamp Vancouver 2013Cynthia DuVal
Cynthia DuVal along with colleagues Stewart Rogers and Elizabeth Yeung describe a design ethnography and innovation discovery project we did for a software company that resulted in a 5-year innovation roadmap.
This presentation was made by Adam Monago in China in 2009. It covers topics like
Agile and Analysis: Common Misconceptions
Agile Analysis
Agile Analysis Life Cycle
Defining Objectives and Trade-Offs
UX strategy lacks strategy, it is usually just a glorified waterfall process, even agile processes are just incremental waterfall. This presentation tells the current state of UX strategy in pictures while it outlines a real UX Strategy in words.
Here are some key questions that could be explored further:
- How can a design thinking approach help address complex, interconnected institutional challenges in a holistic way versus isolated point solutions?
- In what ways might design thinking foster collaborative cross-functional teams and processes versus traditional top-down, executive-led approaches?
- Could adopting human-centered research and visualization techniques lead to more sustainable long-term cultural and strategic change compared to transactional consulting models?
- What evidence exists that design thinking can effectively transfer practices and capabilities to institutions in a replicable way versus one-off engagements?
- How might ongoing design, shaping and iteration help institutions continually meet evolving learner needs versus static solutions?
- What
The document provides an overview of a co-creation platform that allows companies to engage customers, employees, and partners in developing new ideas and solutions. The platform includes features such as profiling members' skills and interests, notifying them of relevant challenges, collaboratively developing concepts, and exhibiting ideas to external partners. It aims to uncover customers' needs, inspire innovation, and help companies harness internal and external knowledge to create breakthrough concepts.
This document discusses how companies can leverage crowdsourcing and global participation to improve innovation processes. It outlines how traditional innovation relies on limited internal idea generation and validation, while Innovation 2.0 engages both internal and external crowds. Key benefits include gaining more market insights and ideas faster than competitors. Challenges include screening low quality ideas and prioritizing inputs, which require expertise. The document recommends reviewing current processes, identifying opportunities for automation and time savings, and piloting new social tools and processes to engage customers and drive downstream product development.
Welcome to Innovation Territory - ProductCamp Vancouver 2013Cynthia DuVal
Cynthia DuVal along with colleagues Stewart Rogers and Elizabeth Yeung describe a design ethnography and innovation discovery project we did for a software company that resulted in a 5-year innovation roadmap.
This presentation was made by Adam Monago in China in 2009. It covers topics like
Agile and Analysis: Common Misconceptions
Agile Analysis
Agile Analysis Life Cycle
Defining Objectives and Trade-Offs
UX strategy lacks strategy, it is usually just a glorified waterfall process, even agile processes are just incremental waterfall. This presentation tells the current state of UX strategy in pictures while it outlines a real UX Strategy in words.
I am a Senior Developer, so now what? Ionel Condor
The document discusses challenges senior developers may face and provides potential solutions. It notes senior developers sometimes fail technical interviews by being unable to code algorithms, present alternatives, or identify requirements. It then suggests senior developers focus on self-reflection through personality assessments, SWOT analyses, and setting goals and strategies. The document provides advice on overcoming issues like lack of creativity, saying yes too often, and not knowing how to lead others. It emphasizes the importance of lifelong learning and questioning.
This document outlines Dale Carnegie Training's strategic planning and innovation workshop. The workshop aims to interrupt patterns, challenge plans, and provoke thought to help teams overcome crises. It covers elements of strategic planning like vision, mission, and SWOT analysis. It also details a 9-step innovation process to promote continuous improvement and breakthrough ideas, including visualization, idea generation, solution finding, implementation, and evaluation. The overall goal is to help teams effectively manage change and drive innovation.
Mentorwell.com, EMC2 and London's TechCity hosted researchers from around Europe for a startup mentoring day. Dr Kevin Byron provided some foundation. How does innovation happen and what does it have to do with the history of high jump techniques? How can researchers turn their work into business? What are the IP issues for researchers in University? Brainstorming with impact. Kevin Byron considers all these issues in the talk he gave at the MentorWell EMC2 Research to Entrepreneurship event.
Customer Innovation management platform by The innovation minder companyInnovation Minder
from the 1st stage of development where the ideation begins.
The CIM platform will manage your customers' expertise that is potentially valuable for product and service development. It will give your company the leverage to anticipate future market demand.
Customers' participation through the CIM platform will not interfere with the efficiency of
http://t.co/chGddXGJ &http://t.co/DCAdmO8Y
The Microsoft Solutions Framework is a flexible and adaptable framework for successfully delivering IT solutions faster and with fewer resources while achieving higher quality results. It focuses on open communication, shared vision, empowering teams, clear accountability, delivering business value, agility to change, and learning from experiences. The framework includes process models, foundation principles, and recommendations for addressing common project challenges such as disconnected stakeholders, unclear roles and requirements, and lack of business understanding.
Human Thinking Applied To Software Testing DisciplineLalatendu Rath
This document discusses applying human thinking to software testing. It presents a thinking framework with a structure and sequence for problem solving. The framework includes thinking variations that can be applied at different stages. The document also discusses how the thinking framework can help address common software testing problems like limited test time by expanding testing activities throughout the development cycle.
SharePoint and Lean Development: Critical Factors for Accelerating Time to Va...Dave Healey
From the lean enterprise to the lean startup, organizations are increasingly turning to lean production practices to create and preserve value with less work. SharePoint’s broad deployment, mature functional capabilities and robust extensibility make it a natural candidate for lean development scenarios, yet realizing the promise of the platform is not without risk.
This session covers the basics of lean production and explores the risks and possibilities in lean development with SharePoint. Through real-world case studies we discuss the seven most important factors for accelerating time-to-value across
- Economic,
- Cultural, and
- Engineering dimensions.
The document discusses common assumptions about design workflows and processes. It argues that design workflows are not like clocks with fixed processes, but rather are emergent systems. It promotes establishing working agreements, clear purposes and roles, user involvement, and stakeholder engagement to support flexible, emergent design workflows.
Architects and Designers do understand the principles of design. While delving on Requirements without paying heed to the needs to identify latent needs is a challenge
This document provides strategies for product development and prototyping in startups. It discusses the importance of 1) knowing the target customer and their needs, 2) using appropriate resources and avoiding bleeding edge technologies, 3) ensuring the product and development team are high quality, and 4) budgeting enough time and funds to allow for reworks and adjustments. Observational research techniques and understanding the customer's full experience are key to identifying unmet needs. The document emphasizes the need to focus on the core product and avoid feature creep in order to launch successfully.
This document discusses the importance of creating a vision for software projects. It explains that a project vision describes the reason for undertaking a project and the desired end state, with the goal of aligning the team. The vision helps move an idea into a product or service definition that can be implemented. A vision acts as the true north that guides the Scrum team. When creating a vision, the document recommends including details like the target customers, their needs and benefits, the product's unique value and qualities, key technologies and features, operational requirements, and financials. It then provides guidelines for conducting a vision workshop with the entire team to develop the vision statement over 2-3 hours.
This document discusses strategic vision and Scrum. It notes that strategic vision is important for knowing organizational initiatives, defending product direction, fostering collaboration, and delighting users. It provides techniques for creating and fostering vision, including executive vision sessions, story mapping, walking skeletons, and epic budgeting. The document also provides background on CollabNet, a company that provides tools for agile development and source code management.
WISEngineering is an online learning environment that uses engineering design pedagogy to improve STEM learning. It builds upon prior work from UC Berkeley and is being developed at the University of Virginia. Engineering design pedagogy involves presenting students with design challenges that have specifications and constraints to solve open-ended problems. WISEngineering embeds knowledge and skill builders, assessments, and a cyber interface to deliver hybrid instruction combining online and hands-on learning through an engineering design cycle process.
This document summarizes the services of SCG London, an international branding and marketing consultancy. SCG London provides strategic branding services including brand strategy, identity design, and branded environment design. Their multi-disciplinary team works across various sectors such as real estate, corporate, and non-profit to create powerful brands that optimize return on investment for clients.
My students apply concepts from my (Jeff Funk) course on business models to "Catchbox," which is a portable wireless microphone. Since it can be easily thrown and caught, it can be used in large conference or class rooms to facilitate participation from the audience.
This document provides an overview of prototyping for software development. It defines prototyping as using simplified models to explore design ideas, requirements, and functionality. Prototyping benefits include verifying assumptions, clarifying requirements, identifying issues early, and minimizing risks. The document outlines best practices for prototyping, including following a process of planning, preparation, design, results, and deployment. This process involves verifying requirements, defining users, developing task flows, determining prototype characteristics, and reviewing and validating the design.
MindDoJo provides corporate training focused on innovative and engaging learning. They design customized solutions for different participant levels from executives to staff. Their workshops emphasize activity-based and problem-based learning as the most effective ways for people to truly learn. MindDoJo offers training in various topics including communication, innovation, leadership, and strategy. Their goal is to help participants improve skills like strategic thinking and creativity.
Explore visualization for user experience, information architecture, and interaction design, including tools and when and how to use them. (UPA 2011 - Usability Fundamentals Track)
Design for business Impact: How design triggers transformationfrog
This document discusses how design can trigger business transformation. It argues that design goes beyond just drawing and sketching, and should be viewed as a management philosophy that drives innovation. The document outlines how design can provide tangible solutions to address change, help test ideas, and inspire communication. It also discusses challenges such as resistance to new ideas, focusing too much on incremental improvements, and the importance of differentiating products through excellent design.
I am a Senior Developer, so now what? Ionel Condor
The document discusses challenges senior developers may face and provides potential solutions. It notes senior developers sometimes fail technical interviews by being unable to code algorithms, present alternatives, or identify requirements. It then suggests senior developers focus on self-reflection through personality assessments, SWOT analyses, and setting goals and strategies. The document provides advice on overcoming issues like lack of creativity, saying yes too often, and not knowing how to lead others. It emphasizes the importance of lifelong learning and questioning.
This document outlines Dale Carnegie Training's strategic planning and innovation workshop. The workshop aims to interrupt patterns, challenge plans, and provoke thought to help teams overcome crises. It covers elements of strategic planning like vision, mission, and SWOT analysis. It also details a 9-step innovation process to promote continuous improvement and breakthrough ideas, including visualization, idea generation, solution finding, implementation, and evaluation. The overall goal is to help teams effectively manage change and drive innovation.
Mentorwell.com, EMC2 and London's TechCity hosted researchers from around Europe for a startup mentoring day. Dr Kevin Byron provided some foundation. How does innovation happen and what does it have to do with the history of high jump techniques? How can researchers turn their work into business? What are the IP issues for researchers in University? Brainstorming with impact. Kevin Byron considers all these issues in the talk he gave at the MentorWell EMC2 Research to Entrepreneurship event.
Customer Innovation management platform by The innovation minder companyInnovation Minder
from the 1st stage of development where the ideation begins.
The CIM platform will manage your customers' expertise that is potentially valuable for product and service development. It will give your company the leverage to anticipate future market demand.
Customers' participation through the CIM platform will not interfere with the efficiency of
http://t.co/chGddXGJ &http://t.co/DCAdmO8Y
The Microsoft Solutions Framework is a flexible and adaptable framework for successfully delivering IT solutions faster and with fewer resources while achieving higher quality results. It focuses on open communication, shared vision, empowering teams, clear accountability, delivering business value, agility to change, and learning from experiences. The framework includes process models, foundation principles, and recommendations for addressing common project challenges such as disconnected stakeholders, unclear roles and requirements, and lack of business understanding.
Human Thinking Applied To Software Testing DisciplineLalatendu Rath
This document discusses applying human thinking to software testing. It presents a thinking framework with a structure and sequence for problem solving. The framework includes thinking variations that can be applied at different stages. The document also discusses how the thinking framework can help address common software testing problems like limited test time by expanding testing activities throughout the development cycle.
SharePoint and Lean Development: Critical Factors for Accelerating Time to Va...Dave Healey
From the lean enterprise to the lean startup, organizations are increasingly turning to lean production practices to create and preserve value with less work. SharePoint’s broad deployment, mature functional capabilities and robust extensibility make it a natural candidate for lean development scenarios, yet realizing the promise of the platform is not without risk.
This session covers the basics of lean production and explores the risks and possibilities in lean development with SharePoint. Through real-world case studies we discuss the seven most important factors for accelerating time-to-value across
- Economic,
- Cultural, and
- Engineering dimensions.
The document discusses common assumptions about design workflows and processes. It argues that design workflows are not like clocks with fixed processes, but rather are emergent systems. It promotes establishing working agreements, clear purposes and roles, user involvement, and stakeholder engagement to support flexible, emergent design workflows.
Architects and Designers do understand the principles of design. While delving on Requirements without paying heed to the needs to identify latent needs is a challenge
This document provides strategies for product development and prototyping in startups. It discusses the importance of 1) knowing the target customer and their needs, 2) using appropriate resources and avoiding bleeding edge technologies, 3) ensuring the product and development team are high quality, and 4) budgeting enough time and funds to allow for reworks and adjustments. Observational research techniques and understanding the customer's full experience are key to identifying unmet needs. The document emphasizes the need to focus on the core product and avoid feature creep in order to launch successfully.
This document discusses the importance of creating a vision for software projects. It explains that a project vision describes the reason for undertaking a project and the desired end state, with the goal of aligning the team. The vision helps move an idea into a product or service definition that can be implemented. A vision acts as the true north that guides the Scrum team. When creating a vision, the document recommends including details like the target customers, their needs and benefits, the product's unique value and qualities, key technologies and features, operational requirements, and financials. It then provides guidelines for conducting a vision workshop with the entire team to develop the vision statement over 2-3 hours.
This document discusses strategic vision and Scrum. It notes that strategic vision is important for knowing organizational initiatives, defending product direction, fostering collaboration, and delighting users. It provides techniques for creating and fostering vision, including executive vision sessions, story mapping, walking skeletons, and epic budgeting. The document also provides background on CollabNet, a company that provides tools for agile development and source code management.
WISEngineering is an online learning environment that uses engineering design pedagogy to improve STEM learning. It builds upon prior work from UC Berkeley and is being developed at the University of Virginia. Engineering design pedagogy involves presenting students with design challenges that have specifications and constraints to solve open-ended problems. WISEngineering embeds knowledge and skill builders, assessments, and a cyber interface to deliver hybrid instruction combining online and hands-on learning through an engineering design cycle process.
This document summarizes the services of SCG London, an international branding and marketing consultancy. SCG London provides strategic branding services including brand strategy, identity design, and branded environment design. Their multi-disciplinary team works across various sectors such as real estate, corporate, and non-profit to create powerful brands that optimize return on investment for clients.
My students apply concepts from my (Jeff Funk) course on business models to "Catchbox," which is a portable wireless microphone. Since it can be easily thrown and caught, it can be used in large conference or class rooms to facilitate participation from the audience.
This document provides an overview of prototyping for software development. It defines prototyping as using simplified models to explore design ideas, requirements, and functionality. Prototyping benefits include verifying assumptions, clarifying requirements, identifying issues early, and minimizing risks. The document outlines best practices for prototyping, including following a process of planning, preparation, design, results, and deployment. This process involves verifying requirements, defining users, developing task flows, determining prototype characteristics, and reviewing and validating the design.
MindDoJo provides corporate training focused on innovative and engaging learning. They design customized solutions for different participant levels from executives to staff. Their workshops emphasize activity-based and problem-based learning as the most effective ways for people to truly learn. MindDoJo offers training in various topics including communication, innovation, leadership, and strategy. Their goal is to help participants improve skills like strategic thinking and creativity.
Explore visualization for user experience, information architecture, and interaction design, including tools and when and how to use them. (UPA 2011 - Usability Fundamentals Track)
Design for business Impact: How design triggers transformationfrog
This document discusses how design can trigger business transformation. It argues that design goes beyond just drawing and sketching, and should be viewed as a management philosophy that drives innovation. The document outlines how design can provide tangible solutions to address change, help test ideas, and inspire communication. It also discusses challenges such as resistance to new ideas, focusing too much on incremental improvements, and the importance of differentiating products through excellent design.
The fifth class of a 15 week course in Information Architecture taught at Parsons, the New School for Design. Topics include: Putting the Why before the what and the what before the how. The relationship of goals, requirements and features. How to deal with needed research and data as a requirement.
With many organisations re-thinking the execution of their innovation lifecycles in an attempt to gain better productivity, some of the key questions that keep recurring are:
• When does a BA get allocated to a new business initiative?
• When does the business initiative become a project and require some form of project management?
• How does enterprise analysis fit into the systems development lifecycle?
• Who creates a business case?
• Who is assigned first: PM or BA?
Robin Grace, a business analysis principal consultants at IndigoCube, contributor to an IIBA white paper, CBAP, and author of Aligning Business Analysis, Assessing business analysis from a results focus, tells all.
This document discusses validating design ideas through prototyping. It covers why prototyping is important to fail early and cheaply before investing significant time and money. It discusses different types of prototypes including interactive prototypes to test usability and narrative prototypes to convey stories. The document provides guidance on what to prototype including risky functionality, core interactions, content organization, and application patterns. It also discusses evaluating prototypes against design principles and criteria. The key messages are that prototyping allows testing concepts and ideas early, making multiple prototypes to test different concepts, and using prototypes to gather user feedback before refining designs.
Clorox decided to pursue open innovation in 2000 to lead in innovation as competitors grew larger. This required changing its culture from internally-focused to open to external ideas. Key changes included overhauling innovation processes and systems to source ideas externally and form strategic supplier partnerships. As a case study, Clorox's disinfecting wipes were developed through open innovation by partnering with a supplier to obtain nonwoven technology enabling a package that encouraged consumer reuse. Open innovation impacted Clorox's product development across technical, consumer and business considerations and required new collaboration skills and ways of working.
The document discusses the concept of lean user experience (UX) design. It is inspired by lean and agile development theories and focuses on bringing the true nature of design work to light faster with less emphasis on deliverables and more focus on the actual user experience. The key aspects of lean UX discussed include cross-functional teams, continuous discovery and design experiments, establishing assumptions and hypotheses to test, rapid prototyping, and obtaining frequent user feedback to iterate quickly. The goal is to reduce waste and cycle time through techniques like defining minimum viable products and conducting usability testing to continuously learn and improve the design.
The document describes a co-creation platform called CareCubicle that enables companies to collaborate directly with customers to design new ideas. The platform allows customers to help identify needs, explore concepts, and provide feedback. It also allows employees to work together across departments and with external partners to develop concepts through tools like wikis, media sharing, and an exhibition space for reviewing ideas. The goal is to uncover valuable insights, engage new customers and partners, and develop products and services that create strategic value.
This document outlines the structural process for brand creation with 5 key steps: 1) One on one meeting with the brand owner, 2) Client and customer interviews, 3) Review findings and present strategy, 4) Present creative concepts, and 5) Present final statement of work and estimate. Each step has a defined purpose and outcomes to gain insights, develop strategies, and ultimately create a plan and budget to begin brand development work.
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.
The presentation explains what is design thinking, what ways an entrepreneur could use design thinking to solve problems or validate their ideas. The presentation also includes a brief overview of attributes of design thinking, methods and the six stages of design thinking process.
This document summarizes a workshop on creating customer-centered product visions using contextual design. The workshop will have participants analyze customer data to understand user needs and issues, then brainstorm ideas for addressing those needs. Participants will develop multiple visions for how new technologies could improve the customer experience. They will evaluate the visions and consolidate them into a coherent solution. The goal is to redesign products and services around customer needs revealed by contextual inquiry research methods.
How to Overhaul Your Design Without Upsetting Your Users Mary Piontkowski
The document discusses how to overhaul a design without upsetting users. It recommends:
1. Making changes based on evidence from user research like metrics, feedback and competitive analysis.
2. Having an ongoing user-centered design process in place to continuously collect the right evidence.
3. Deciding if a redesign is truly needed by determining the size of any issues and what may be gained or lost.
4. Redesigning with the right expertise, using additional strategy, research, testing and simplification.
5. Being prepared for potential backlash by having a communication plan, considering power users, and providing training.
The document outlines the SIPs (Strategic Innovation Processes) process which includes four main phases: 1) Define & Discovery, 2) Design & Architecture, 3) Development & Execution, and 4) Roll Out. It also lists the roles involved in a project including founders, partners, team members, and users/stakeholders.
Creating the Culture of Innovation through an Innovation Program that encourages employee to contribute ideas to grow the business, create operational efficiencies and improve customer satisfaction - Based on the Innovation Program I created at my company
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Design Thinking is a process for creative problem solving. It allows everyone to use creative tools to address a vast range of challenges. The process is action-oriented, embraces simple mindset shifts and tackles problems from a new direction.
According to McKinsey, companies that adopt design as part of business practices can be more resilient than others—continuing to innovate, analyze, and strategize to solve complex problems during trying times.
Some of the world's leading brands, such as Apple, Nike, Starbucks and GE, have rapidly adopted the Design Thinking approach. What's more, Design Thinking is being taught at leading universities around the world, including Stanford, Harvard and MIT.
Based on the world-renowned Hasso Plattner Institute of Design (Stanford University) model, Design Thinking encourages organizations to focus on the people they are creating for, which leads to better products, services, and internal processes. The Design Thinking framework consists of five modes or phases: Empathize, Define, Ideate, Prototype and Test. The framework is fully compatible with Lean and Six Sigma approaches.
This comprehensive Design Thinking PPT training presentation is tailored specifically for Design Thinking facilitators, trainers, professionals and consultants who are preparing for delivery in a classroom or workshop environment. The included wallet design exercise could be replaced with your own design challenge. In addition, the introductory module can be used as a stand-alone awareness briefing material for a general audience.
You will get to train your target audiences how to solve problems creatively by building empathy, generating ideas, prototyping and testing new concepts before final implementation.
LEARNING OBJECTIVES
1. Acquire a deep understanding of the key concepts and principles of Design Thinking
2. Understand the mindsets, process, methods and tools in creative problem solving
3. Develop skills in applying Design Thinking mindsets and practices in problem solving
The document discusses strategic planning and execution using the X-Matrix planning process. It provides an overview of the key components of the planning process, including establishing a vision and mission, analyzing the current reality and desired future state, identifying underlying contradictions, and developing strategic directions. It then summarizes MNASQ's previous and new vision and mission statements. The rest of the document focuses on applying the strategic planning model and concepts like Hoshin Kanri to MNASQ's strategic planning process.
Strategic Planning & Deployment Using The X Matrix W225Robert Mitchell
The document discusses strategic planning and execution using the X-Matrix planning process. It provides an overview of the key components of the planning process, including establishing a vision and mission, analyzing the current reality and desired future state, identifying underlying contradictions, and developing strategic directions. It then gives examples from MNASQ's strategic planning process, such as their new vision and mission statements, analysis of forces impacting the future of quality, and identification of MNASQ's underlying contradictions to address.
Making The Most Of Your Consulting Internship 2012JPStrategy
This document provides guidance for students completing summer internships. It emphasizes demonstrating strong work ethic, seeking challenges to learn new skills, and networking within the company. Interns are advised to scope projects thoroughly, identify mentors, provide and seek feedback, and represent their school positively. Producing quality work and impressing employers is key, as internships serve as extended interviews for full-time roles. Overall, interns should aim to gain practical experience and determine if the company is a good long-term fit.
Similar to David Quijano - Dynamic Innovation (20)
The document summarizes Sunny Delight Beverage Co.'s new innovation process, which aims to make the innovation funnel more consumer-driven. It involves using segmentation to identify target consumer groups, immersing the innovation team in the consumers' lives to understand needs, and having consumers help develop product prototypes and marketing propositions to increase success rates. This process identified an opportunity around Hispanic mothers seeking tasty, nutritious drinks for their families and led to the development of a new orange-carrot SunnyD product tailored to that segment.
The document discusses three voices of innovation: the voice of the product, the voice of the brand, and the voice of serendipity. It then outlines a method called Systematic Inventive Thinking developed by Dr. Jacob Goldenberg that identifies five patterns that most innovative products follow: subtraction, task unification, multiplication, division, and attribute dependency. Finally, it provides information about a Master of Science in Marketing program and Graduate Certificate in Marketing from the University of Cincinnati.
The document discusses principles of innovation based on a talk by Mark Faust. It provides definitions of marketing and innovation and outlines steps to build an innovation culture, including clarifying values, getting everyone involved, focusing initially on quantity over quality of ideas, consistently communicating successes, and rewarding innovation. Additional tips include respectfully challenging the status quo, embracing constraints, studying customers scientifically, and using a 7-step innovation process that involves listing, prioritizing, and implementing opportunities.
The document discusses how poor communication is often the underlying reason for innovation failures. It notes that poor internal communication within companies can result in great innovations not moving forward or receiving poor test results. Poor external communication with consumers, such as in concept testing, advertising, or packaging, can also cause innovations that tested well to ultimately fail in the marketplace. Effective communication is important at every stage of innovation development and launch, both within companies and with consumers, retailers, and other stakeholders.
GE Aviation uses a hybrid open innovation model to source new ideas from internal and external partners. This includes (1) maintaining an internal ideation network and global research centers to collaborate with universities and businesses, (2) leveraging existing partnerships and government programs, and (3) using an open innovation portal to source ideas from a broader community. The goal is to recruit and share ideas globally to drive innovation in a cost-effective manner. GE Aviation manages the process and ideas through a web-based portfolio management system for prioritization, connectivity to strategy, and analysis.
Cindy Tripp discusses how design thinking is democratizing innovation by allowing anyone to be innovative anywhere and anytime. Innovation is happening across many areas from new business models and products to organizational design. Design thinking aims to transform challenges into human-centered solutions that drive business growth. It requires skills like empathy, framing problems differently, prototyping ideas, and having a collective curiosity. Examples from companies like P&G, Kaiser Permanente, and NUCOR show how these principles can be applied. The presentation encourages audiences to try hands-on design thinking exercises to become more innovative in their own work.
The document summarizes the entrepreneurial ecosystem in Greater Cincinnati, including available resources and organizations that support entrepreneurs. It finds that entrepreneurship is alive in the region, with intermediaries, capital, government support, and universities fueling results. The Hamilton County Business Center (HCBC) is highlighted as a business incubation program that has supported over 280 clients, generating over $210 million in revenues and 1,750 jobs. HCBC offers services to help early-stage, innovative companies with business plans, funding, and networking.
Kennametal's innovation journey focused on strategic alignment, disciplined processes, and executive involvement. They created an Innovation Ventures Group to target emerging business opportunities beyond their core offerings. Their approach balances managing the core business while incubating new opportunities earlier in the innovation cycle through a portfolio of projects with varying levels of risk and market adjacency. Executive support was crucial for providing resources and governance over the innovation pipeline and portfolio.
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
The chapter Lifelines of National Economy in Class 10 Geography focuses on the various modes of transportation and communication that play a vital role in the economic development of a country. These lifelines are crucial for the movement of goods, services, and people, thereby connecting different regions and promoting economic activities.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
7. thinking
Industrial Design:
traditionally innovation leaders
• Strategic thinking
• Visualize the big picture
• Conceptualize beyond the roadmap
design ≠ industrial design
dynamicinnovation
8. thinking
Customer
what’s desirable?
How it looks draws
you in and then you
Design
see the value in the
Presence
product beyond the
looks.
Business Technology
what’s viable? what’s feasible?
dynamicinnovation
9. design thinking
Make sense of what you see Abstract Conceptualize
• Build mental models, maps, • Suggest directions and
personas and objectives principles for development
• Suggest stated and unstated • Integrate requirements
needs • Suggest desired experience
• Measure against objectives or
personas
Frameworks Imperatives
Analysis Synthesis
Discoveries Solutions
See the world with “new” eyes
• Listen, observe & learn Make concepts tangible
• Ask why • Prototype solutions and artifacts
• Ethnographic research • Create and prioritize ideas
• Executive briefings • Get feedback
• Participant/Non-participant Observation Concrete • Refine concepts
• Direct customer connections
Based on Charles Owen’s original Design Thinking framework
dynamicinnovation
10. design thinking
Design thinking is
FUNDAMENTAL to customer driven innovation
Design + Design Thinking + Collaboration= Innovation
dynamicinnovation
13. listening and observing
Knowing when to stop talking and
start listening is crucial for discovering opportunities
Having customers to
regularly listen to is even more crucial
dynamicinnovation
14. listening and observing
Executive Briefings lead to
new opportunities from decision-makers
Advisory Councils lead to
new opportunities from end-users
dynamicinnovation
17. listening and observing
Conceptualize
Codify feedback • Sketch and model
• Understand the need • Measure against
• Collaborate Abstract
matrix
• Brainstorm other • Measure against
opportunities desired experience
• Define use matrix • Iterate
• Define experience
Frameworks Imperatives
Analysis Synthesis
Discoveries Solutions
Build prototypes
Executive Briefings • Refine concepts through
• Understand problem protos
• Ask other briefing Concrete
• Show to internal/external
participants about customers
problem • Iterate
• Ask Why • Measure outcomes and sell
dynamicinnovation
18. listening and observing
Solution: HP Quick Release
• Tool-free, 2-part bracket based on VESA standard
• IT can now remove and replace a displays in about a minute
But wait…there’s more!
dynamicinnovation
22. listening and observing HP Quick Release
ROI vs. ROi
return on investment vs. return on innovation
Product focused Solution focused
Short term return Long term return
Good for business Good for business and customer
Focused on results Sum of results
dynamicinnovation
25. listening and observing
“I’m not sure if I have a
workstation or not.?”
– workstation end user
dynamicinnovation
26. listening and observing
What do you do when your
prices are eroding and market position is at risk?
Ask why
Go observe
Then learn
dynamicinnovation
28. listening and observing
Abstract
Frameworks Imperatives
Analysis Synthesis
Discoveries Solutions
Concrete
Research outcomes codified into visual
design objectives to focus design direction
dynamicinnovation
29. listening and observing
Abstract
Frameworks Imperatives
Analysis Synthesis
Discoveries Solutions
Concrete
Concepts measured against design objectives and
distilled to the vital few.
Getting into 3D as soon as possible further focuses design.
dynamicinnovation
30. listening and observing
Abstract
Frameworks Imperatives
Analysis Synthesis
Discoveries Solutions
Concrete
Final solution defined and validated with customers
dynamicinnovation
32. concluding
innovation thoughts
innovation starts with the end in mind
never stop innovating…be creative in everything you do
never settle…if you settle you get what you settled for
change is constant…embrace it
follow your instincts…measure your results
just because you can do something doesn’t mean you should
discomfort is good…it means you’re on the right track
execute, execute, execute
dynamicinnovation
Before beginning, I want to put a frame around what you will hear about today.
HP is a large company made up of 3 divisions, but I will focus on PSGI do want to mention one thing thoughHP’s focus on innovation is company-wide and has developed training and support programs that has created an innovation ecosystemNot mandated, not a prescribed process, which is good. Managed through waterfalled business objectives.So let’s frame this a little closer<click>My group is responsible for the design of all HP and Compaq branded PCs and displaysThe focus of this talk will be centered on the business products sides, although not as exciting compared with consumer products, it is a heavily competitive, tightly constrained market with an awesome innovation storyAlthough tightly focused, the examples told here today represent the way HP PC business went from being considered commodities to being the worldwide leader.
At HP, innovation is a verb; an action word used to convey we never stop innovatingIt hasn’t always been this way. Don’t get me wrong, HP has a long innovation tradition, but it also hasn’t weathered change well.What I will reveal today is how PSG had to change it’s thinking to be more dynamic; able to outpace change
Not coincidence that we are talking during tough economic times. ID grew out of the depression Manufacturers needed differentiation to sell against competition
We have learned at HP, innovation has to be a comprehensive effort beyond individual disciplines and serial, distinct points along product lifecycleThe focus is how to use the tools of design and integrate them into an improved way of thinking <click>ID is hardware focused and product oriented, BUTThe problem solving tools and strategies of ID are what can be used to change the way we think
In order to get a more comprehensive designed experience…<click> Design Thinking was addedThe fusion of customer insight with the right technology and business acumen results in solid design presence and a world class experienceAnother way to look at this is the holes and toast model
HP has adopted this design thinking process from IIT.This is where not having a prescribed process pays off because it can be modified to suit our market-Starts broad and tapers to a final solution, also is iterative, working backward through the cycleThe innovation cycle is all or nothing, but yields results if followedNew opportunitiesUnarticulated user needsTaking shortcuts cross-axis yields undesirable results and will be as if you hadn’t used itFeature creepDrills and toasters thinkingTactical planning
Innovation doesn’t have to be big, expensive, or high-tech. It just needs to bring change that adds value to the customer in a way they hadn’t expected or seen before.
Executive briefings include studio visits- Use to keep design studio off limits and secretDiscovered the benefits of showing what we do outweighs the risksNeed to be careful- difference between buyer and end user
Customer had multiple HP displays on financial trading floor.Only maintenance personnel can touch equipment for servicingIT could not fix displays themselves because it required tools Maintenance takes a long time to service displays
A combination of an entrepreneurial design culture, collaboration between business units, and a shared vision enabled this to happenA true outcome of design thinking: iteration, validation, and designing the user experienceTo understand the innovation here, it’s best to show you…
A combination of an entrepreneurial design culture, collaboration between business units, and a shared vision enabled this to happenA true outcome of design thinking: iteration, validation, and designing the user experienceConsiderable palette/shipping savings per display boxIncreased attach rate of business PCs and displaysIncrease in VESA enabled PCs salesNew revenue streamTo understand the innovation here, it’s best to show you…
Aside from design thinking, the other significant factor here is the difference between ROI and ROi
Focus on return on innovation will have a greater return on investmentOne feeds the otherAnother way of looking at it is…
Sum of the parts spread across multiple BUs is greater than the return on investment for any one productIntegrating the innovation across product lines
HP workstations had an identity problem. The workstation looked very similar to a business PCCurrent workstation ID had been around for 7 years.Workstation management decided they needed to invest in IDNo design-focused research existed for this product category
Aside from an identity problem there were these issues as well. You can summarize this in one word- commodityThe workstations looked like business PCs and internally, there definitely was no visual difference. To understand the issue, we needed to <click>Workstation customer is different than PC customer and the product should reflect that and how we went from this <click> to this is a good story