This document summarizes how design thinking has evolved from primarily being used in product design to now infusing corporate culture more broadly. It describes how large organizations are putting design closer to the center of their enterprises to help deal with increasing technological and business complexity. Design thinking principles like empathy, prototyping, and tolerating failure are being applied more widely. The challenges of transitioning to a more design-centric culture are also discussed.
Human-Centric Design: How Design Thinking Can Drive Change and Deliver ValueCognizant
Through an iterative process of observation, ideation, rapid prototyping and testing, design thinking can help organizations craft a meaningful experience that seamlessly meshes the physical and digital interactions of people, processes and things.
Sustainable product design in a changing worldVantageITes
When it comes to effective product design in marketing, there are two main considerations - design and development - often offered as a package. For those familiar with the marketing process, you may already have burned your hands getting designers to understand your brand message only to turn around and have to find a third party developer that you then have to on-board with your idea all over again. Instead of wasting time bringing professionals up to par with your vision, there is a simpler way to accomplish your digital outreach goals - work with a multidisciplinary agency.
Reimagine your enterprise: Make Human Centered Design the Heart of Your Digit...Kenneth Kwan
Companies in every industry are trying to find new sources of value
through digital technology. But most of their efforts have not translated
into enough market impact and growth. They need something bolder
and more disruptive, but still very simple. They need reimagination.
Reimagination means putting the user at the center of everything
your company does — strategy, product development, operations,
marketing, sales, and customer service. It means using the full power
of digital media and technology to build empathy with that user, and
weaving that relationship into the fabric of your company. This practice
is known as “human centered design” (HCD): the reshaping of an entire
enterprise and its capabilities system around the customer or user
experience.
HCD represents a new way of life for business. It evokes many of the
attributes of a startup — creativity, speed, bias for action, flexibility
with risk, and radical collaboration. To achieve this entrepreneurial
vigor in your company, you may have to consciously break down long
established internal barriers. You must embrace five basic principles:
Embed human centered design in everything you do, build brand value
holistically, design for three years out (but build for today), stand up
new structures and teams, and nurture your existing digital culture.
This presentation explore the 3 key elements of Design Thinking concept:
1) mind-set
2) process and
3) tool
Thinking of design as an experience rather than isolated objects help us deal with much more complex world - Tim Brown
A way of approaching business problem in the same way designers approach design problem - Roger Martin
No longer associated simply with objects and appearances, design is increasingly understood in a much wider sense as the human capacity to plan and produce desired outcomes. - Bruce Mau
Design as a way of thinking, an approach to solving problems
Millward Brown Perspectives. Volume 6: Issue 2Kantar
The second issue of Perspectives, our quarterly magazine, is now available for iPad and as a PDF. If you missed the first issue, don’t miss this one. It’s full of valuable content about building Meaningfully Different brands, social measurement, and the brand impact of mobile advertising
Human-Centric Design: How Design Thinking Can Drive Change and Deliver ValueCognizant
Through an iterative process of observation, ideation, rapid prototyping and testing, design thinking can help organizations craft a meaningful experience that seamlessly meshes the physical and digital interactions of people, processes and things.
Sustainable product design in a changing worldVantageITes
When it comes to effective product design in marketing, there are two main considerations - design and development - often offered as a package. For those familiar with the marketing process, you may already have burned your hands getting designers to understand your brand message only to turn around and have to find a third party developer that you then have to on-board with your idea all over again. Instead of wasting time bringing professionals up to par with your vision, there is a simpler way to accomplish your digital outreach goals - work with a multidisciplinary agency.
Reimagine your enterprise: Make Human Centered Design the Heart of Your Digit...Kenneth Kwan
Companies in every industry are trying to find new sources of value
through digital technology. But most of their efforts have not translated
into enough market impact and growth. They need something bolder
and more disruptive, but still very simple. They need reimagination.
Reimagination means putting the user at the center of everything
your company does — strategy, product development, operations,
marketing, sales, and customer service. It means using the full power
of digital media and technology to build empathy with that user, and
weaving that relationship into the fabric of your company. This practice
is known as “human centered design” (HCD): the reshaping of an entire
enterprise and its capabilities system around the customer or user
experience.
HCD represents a new way of life for business. It evokes many of the
attributes of a startup — creativity, speed, bias for action, flexibility
with risk, and radical collaboration. To achieve this entrepreneurial
vigor in your company, you may have to consciously break down long
established internal barriers. You must embrace five basic principles:
Embed human centered design in everything you do, build brand value
holistically, design for three years out (but build for today), stand up
new structures and teams, and nurture your existing digital culture.
This presentation explore the 3 key elements of Design Thinking concept:
1) mind-set
2) process and
3) tool
Thinking of design as an experience rather than isolated objects help us deal with much more complex world - Tim Brown
A way of approaching business problem in the same way designers approach design problem - Roger Martin
No longer associated simply with objects and appearances, design is increasingly understood in a much wider sense as the human capacity to plan and produce desired outcomes. - Bruce Mau
Design as a way of thinking, an approach to solving problems
Millward Brown Perspectives. Volume 6: Issue 2Kantar
The second issue of Perspectives, our quarterly magazine, is now available for iPad and as a PDF. If you missed the first issue, don’t miss this one. It’s full of valuable content about building Meaningfully Different brands, social measurement, and the brand impact of mobile advertising
"A Design Thinking Approach to Online Engagement"
Create richer and long-lasting engagement
Carl Griffith was one of the presenters at the Social Media Marketing Day @Your Desk. Organized by Markedu. More free events here: http://www.markedu.com/web-seminars
When a company puts human-centered design at the heart of its digital agenda, it can find new sources of value through technology. Here are five principles to embrace to achieve this new way of doing business: http://stratbz.to/vO0wq
When UX strategy drives innovation, the end result is more than technical capability and beautiful interfaces: it is an experience differentiated by helping people surpass their goals and exceeding their expectations while delivering engaging, motivating, enjoyable, and memorable experiences. How can we plan and work toward new products and services while keeping the user in mind? How can we adopt and implement UX strategy? And, most importantly, how can we change the way we identify and pursue new opportunities so that we are leading the pack rather than chasing the competition? Take UX out of the design studio and include it in strategic research and planning to drive innovation in your business.
Outcome Engineering 101: Five Guidelines to Delivering Products that Create I...Cognizant
It’s time to shift to an evolved, technology-empowered design mindset. As technology informs design, and good design arms technology to become most effective by engaging with users, the two now sit at the top of the product development pyramid to co-create success.
Optimize Customer Experiences with Design ThinkingJared Hill
If you are looking to generate engaging digital experiences but are unsure where to begin, leveraging the knowledge within your organization is a good starting point. However, information is typically dispersed across the company in silos. Different business units often have their own vernacular. Design thinking provides a common language. It’s a customer-centric approach to problem solving that is both creative and practical.
Industry leaders have been using design thinking methodology to work with cross-functional and multidisciplinary teams to create innovative customer journeys. Learn how in our recorded webinar, Optimize Customer Experiences with Design Thinking.
You will learn:
• Why leverage design thinking
• How to successfully lead a remote workshop
• How to document winning customer journeys
• How to map desired experiences in Signavio for builders
If you are looking to generate engaging digital experiences but are unsure where to begin, leveraging the knowledge within your organization is a good starting point. However, information is typically dispersed across the company in silos. Different business units often have their own vernacular. Design thinking provides a common language. It’s a customer-centric approach to problem solving that is both creative and practical.
Industry leaders have been using design thinking methodology to work with cross-functional and multidisciplinary teams to create innovative customer journeys. Learn how in our recorded webinar, Optimize Customer Experiences with Design Thinking.
You will learn:
• Why leverage design thinking
• How to successfully lead a remote workshop
• How to document winning customer journeys
• How to map desired experiences in Signavio for builders
Five Guidelines to Delivering Products that Create Impact in Communications, ...Cognizant
At the apex of innovation — with an emphasis on business outcomes and meaningful growth — exists not just one north-star discipline, but two: design and engineering. Long considered fundamentally separate entities, engineering and design have long led project plans and new ideas toward product development in their own streams; each approach with its many advocates. It’s time to shift to an evolved, technology-empowered design
mindset.
In Brian's new book, he outlines therising threat of Digital Darwinism, thephenomenon that affects organizationswhen technology and society evolvefaster than the ability to adapt. It's morethan social media. It's the confluenceof disruptive technology and theevolution of consumer behavior. Briandepicts how leadership can surviveDigital Darwinism by understandingcustomer and employee behavior,their expectations, and how it differsfrom traditional consumers of the past.He reviews disruptive technology,innovative business models, and newopportunities. He also demonstratesbest practices and methodologies toalign the organization with a commonand meaningful vision and strategy, andshared objectives.
The presentation unveil the concept of Design Thinking, its various stages, different tools and the scope of applying the concept of design thinking in tourism management
As a designer I have witnessed first hand the incredible growth of the importance of design. Innovative designs have had a profound and positive impact on our lives, and the thinking process has been repurposed by organizations such as P&G, GE, and Apple as an effective instrument towards change. I have noted through numerous successful design assignments the powerful affect an iterative visual process has on companies, allowing their leadership the ability to envision with clarity a new perspective to a challenging problem.
The report provides an overview about the program, speakers, some highlights and results from the workshops conducted at the first Design at Business Conference on Nov 1 & 2, 2016in Berlin.
Track 09 - New publishing and scientific communication ways:
Electronic edition, digital educational resources
Authors: Ana Catarina Silva and Maria Manuel Borges
https://www.youtube.com/watch?v=tAdQkqUYROo&list=PLboNOuyyzZ86iI_x9SRTfV1KlSRX9DcEc&index=5
DescriptionRefer to this resource when completing the Its All .docxdonaldp2
Description:
Refer to this resource when completing the It's All About the HAT assignment.
https://app.webinspector.com/
In this assignment, students will learn to use and identify tools that may be helpful in their navigation of security related events or incidents under investigation.
Web Inspector is a cloud-based service that inspects a website for malware, detects vulnerabilities to being attacked, and protects the organizations through daily malware scanning, blacklist monitoring, and more.
Use Web Inspector to scan a site; when you are done, capture a screenshot and investigate the results under Link Errors, Emails, Structure, and NetSpy. Make sure to provide the name and link to the website downloaded.
Using your choice of hat color, in 750-1,250 words provide different hacking, security methods, and network security protections in the areas of cryptograph, denial of service, spoofing, and worms.
Attach the screenshot, website name, and link to the website downloaded by Web Inspector.
Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center.
You are required to submit this assignment to Turnitin.
Social Work Research: Program Evaluation
Major federal legislation was enacted in 1996 related to welfare reform. Financial assistance
programs at the national level for low-income families have been in place since the mid-1960s
through the Aid to Families with Dependent Children (AFDC) program. The Personal
Responsibility and Work Opportunity Reconciliation Act of 1996, or welfare reform, created
TANF (Temporary Assistance for Needy Families). Major components of the new
TANF program were to limit new recipients of cash aid to no more than 2 years of TANF
assistance at a time and to receive no more than 5 years of combined TANF assistance with other
service programs during their lifetimes. The goal was to make public assistance a temporary, rather
than a long-term, program for families with children. Beyond these general rules, each of the 50
states was given substantial latitude to adopt requirements to fit their own objectives. The new law
also allowed states that reduced their public assistance expenses to keep whatever support was
already being provided by the federal government for use at their own discretion. This was seen
as a way to encourage states to reduce welfare dependency.
In response, the state of California decided to call its new program CalWORKs, the California
Work Opportunity and Responsibility to Kids program. CalWORKs is California’s application of
the new TANF federal law. Like most of the other states, CalWORKs provided its 58 counties
with a fair amount of discretion in how to implement the new provisions. Some counties chose to
develop strong upfront “employment-first” rules that mandated recipients be employed as soon as
possible. Others chose a response that included testing and assessment and the provision of.
Description
Presentation Assignment – Revised (November 16, 2020)
Your assignment is to write a report on how a specific idea or kind of technology developed over time. Your topic must relate to cross-cultural exchange and change over time by studying its use across two world regions (or
cultures
). The report may include images or diagrams where necessary and must use the following three-part format:
Part 1: 300-500 words that describe your topic, the time period you are studying, and location. Also, talk give a general summary of how it changed the society that it originated in.
Part 2: 250-300 words: compare how the idea or technology you are researching was used across at least two cultures or world regions after its invention or discovery.
Part 3: 250-500 words: how is this idea/technology used today? Discuss some applications and review how they are different (or same) than in the earlier history you reviewed above.
Referring to class lectures or readings as sources is not
necessary
. However, you will have to use at least one independent scholarly source (a research article, an academic website, or work). Include a bibliography to cite your sources at the end of your report. You may use the citation style of your choice (APA/Chicago/Harvard…).
Here are some of many possible topics to consider for your report…
Technology: writing (cuneiform, paper, printing); weaponry/warfare (bow, composite bow, cross-bow, gunpowder etc..), navigation (compass, astrolab); transportation (wheel, cart, train); cosmetics (kohl, lipstick); fashion (high-heel shoes)
Ideas: politics (democracy, anarchy, sovereignty, sacred kingship); law (legal codes, rule of law, punishment); religion (monotheism, polytheism, animism, ancestor worship); philosophy (Confucianism, natural law, humanism)
.
More Related Content
Similar to Design Thinking Comes of AgeThe approach, once.docx
"A Design Thinking Approach to Online Engagement"
Create richer and long-lasting engagement
Carl Griffith was one of the presenters at the Social Media Marketing Day @Your Desk. Organized by Markedu. More free events here: http://www.markedu.com/web-seminars
When a company puts human-centered design at the heart of its digital agenda, it can find new sources of value through technology. Here are five principles to embrace to achieve this new way of doing business: http://stratbz.to/vO0wq
When UX strategy drives innovation, the end result is more than technical capability and beautiful interfaces: it is an experience differentiated by helping people surpass their goals and exceeding their expectations while delivering engaging, motivating, enjoyable, and memorable experiences. How can we plan and work toward new products and services while keeping the user in mind? How can we adopt and implement UX strategy? And, most importantly, how can we change the way we identify and pursue new opportunities so that we are leading the pack rather than chasing the competition? Take UX out of the design studio and include it in strategic research and planning to drive innovation in your business.
Outcome Engineering 101: Five Guidelines to Delivering Products that Create I...Cognizant
It’s time to shift to an evolved, technology-empowered design mindset. As technology informs design, and good design arms technology to become most effective by engaging with users, the two now sit at the top of the product development pyramid to co-create success.
Optimize Customer Experiences with Design ThinkingJared Hill
If you are looking to generate engaging digital experiences but are unsure where to begin, leveraging the knowledge within your organization is a good starting point. However, information is typically dispersed across the company in silos. Different business units often have their own vernacular. Design thinking provides a common language. It’s a customer-centric approach to problem solving that is both creative and practical.
Industry leaders have been using design thinking methodology to work with cross-functional and multidisciplinary teams to create innovative customer journeys. Learn how in our recorded webinar, Optimize Customer Experiences with Design Thinking.
You will learn:
• Why leverage design thinking
• How to successfully lead a remote workshop
• How to document winning customer journeys
• How to map desired experiences in Signavio for builders
If you are looking to generate engaging digital experiences but are unsure where to begin, leveraging the knowledge within your organization is a good starting point. However, information is typically dispersed across the company in silos. Different business units often have their own vernacular. Design thinking provides a common language. It’s a customer-centric approach to problem solving that is both creative and practical.
Industry leaders have been using design thinking methodology to work with cross-functional and multidisciplinary teams to create innovative customer journeys. Learn how in our recorded webinar, Optimize Customer Experiences with Design Thinking.
You will learn:
• Why leverage design thinking
• How to successfully lead a remote workshop
• How to document winning customer journeys
• How to map desired experiences in Signavio for builders
Five Guidelines to Delivering Products that Create Impact in Communications, ...Cognizant
At the apex of innovation — with an emphasis on business outcomes and meaningful growth — exists not just one north-star discipline, but two: design and engineering. Long considered fundamentally separate entities, engineering and design have long led project plans and new ideas toward product development in their own streams; each approach with its many advocates. It’s time to shift to an evolved, technology-empowered design
mindset.
In Brian's new book, he outlines therising threat of Digital Darwinism, thephenomenon that affects organizationswhen technology and society evolvefaster than the ability to adapt. It's morethan social media. It's the confluenceof disruptive technology and theevolution of consumer behavior. Briandepicts how leadership can surviveDigital Darwinism by understandingcustomer and employee behavior,their expectations, and how it differsfrom traditional consumers of the past.He reviews disruptive technology,innovative business models, and newopportunities. He also demonstratesbest practices and methodologies toalign the organization with a commonand meaningful vision and strategy, andshared objectives.
The presentation unveil the concept of Design Thinking, its various stages, different tools and the scope of applying the concept of design thinking in tourism management
As a designer I have witnessed first hand the incredible growth of the importance of design. Innovative designs have had a profound and positive impact on our lives, and the thinking process has been repurposed by organizations such as P&G, GE, and Apple as an effective instrument towards change. I have noted through numerous successful design assignments the powerful affect an iterative visual process has on companies, allowing their leadership the ability to envision with clarity a new perspective to a challenging problem.
The report provides an overview about the program, speakers, some highlights and results from the workshops conducted at the first Design at Business Conference on Nov 1 & 2, 2016in Berlin.
Track 09 - New publishing and scientific communication ways:
Electronic edition, digital educational resources
Authors: Ana Catarina Silva and Maria Manuel Borges
https://www.youtube.com/watch?v=tAdQkqUYROo&list=PLboNOuyyzZ86iI_x9SRTfV1KlSRX9DcEc&index=5
Similar to Design Thinking Comes of AgeThe approach, once.docx (20)
DescriptionRefer to this resource when completing the Its All .docxdonaldp2
Description:
Refer to this resource when completing the It's All About the HAT assignment.
https://app.webinspector.com/
In this assignment, students will learn to use and identify tools that may be helpful in their navigation of security related events or incidents under investigation.
Web Inspector is a cloud-based service that inspects a website for malware, detects vulnerabilities to being attacked, and protects the organizations through daily malware scanning, blacklist monitoring, and more.
Use Web Inspector to scan a site; when you are done, capture a screenshot and investigate the results under Link Errors, Emails, Structure, and NetSpy. Make sure to provide the name and link to the website downloaded.
Using your choice of hat color, in 750-1,250 words provide different hacking, security methods, and network security protections in the areas of cryptograph, denial of service, spoofing, and worms.
Attach the screenshot, website name, and link to the website downloaded by Web Inspector.
Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center.
You are required to submit this assignment to Turnitin.
Social Work Research: Program Evaluation
Major federal legislation was enacted in 1996 related to welfare reform. Financial assistance
programs at the national level for low-income families have been in place since the mid-1960s
through the Aid to Families with Dependent Children (AFDC) program. The Personal
Responsibility and Work Opportunity Reconciliation Act of 1996, or welfare reform, created
TANF (Temporary Assistance for Needy Families). Major components of the new
TANF program were to limit new recipients of cash aid to no more than 2 years of TANF
assistance at a time and to receive no more than 5 years of combined TANF assistance with other
service programs during their lifetimes. The goal was to make public assistance a temporary, rather
than a long-term, program for families with children. Beyond these general rules, each of the 50
states was given substantial latitude to adopt requirements to fit their own objectives. The new law
also allowed states that reduced their public assistance expenses to keep whatever support was
already being provided by the federal government for use at their own discretion. This was seen
as a way to encourage states to reduce welfare dependency.
In response, the state of California decided to call its new program CalWORKs, the California
Work Opportunity and Responsibility to Kids program. CalWORKs is California’s application of
the new TANF federal law. Like most of the other states, CalWORKs provided its 58 counties
with a fair amount of discretion in how to implement the new provisions. Some counties chose to
develop strong upfront “employment-first” rules that mandated recipients be employed as soon as
possible. Others chose a response that included testing and assessment and the provision of.
Description
Presentation Assignment – Revised (November 16, 2020)
Your assignment is to write a report on how a specific idea or kind of technology developed over time. Your topic must relate to cross-cultural exchange and change over time by studying its use across two world regions (or
cultures
). The report may include images or diagrams where necessary and must use the following three-part format:
Part 1: 300-500 words that describe your topic, the time period you are studying, and location. Also, talk give a general summary of how it changed the society that it originated in.
Part 2: 250-300 words: compare how the idea or technology you are researching was used across at least two cultures or world regions after its invention or discovery.
Part 3: 250-500 words: how is this idea/technology used today? Discuss some applications and review how they are different (or same) than in the earlier history you reviewed above.
Referring to class lectures or readings as sources is not
necessary
. However, you will have to use at least one independent scholarly source (a research article, an academic website, or work). Include a bibliography to cite your sources at the end of your report. You may use the citation style of your choice (APA/Chicago/Harvard…).
Here are some of many possible topics to consider for your report…
Technology: writing (cuneiform, paper, printing); weaponry/warfare (bow, composite bow, cross-bow, gunpowder etc..), navigation (compass, astrolab); transportation (wheel, cart, train); cosmetics (kohl, lipstick); fashion (high-heel shoes)
Ideas: politics (democracy, anarchy, sovereignty, sacred kingship); law (legal codes, rule of law, punishment); religion (monotheism, polytheism, animism, ancestor worship); philosophy (Confucianism, natural law, humanism)
.
DescriptionInfographics represent information in a visual m.docxdonaldp2
Description:
Infographics represent information in a visual manner and can include text, numbers, images, or a mix of the three. Using an infographic is a great way to convey large amounts of information in a unique and effective manner. This is a tool that can be used throughout your student or professional career. You will create an infographic focused on one of the following topics:
1) A specific aspect of populations or urbanization
2) The environment using a sociological lens or
3) Aging using a sociological lens
Objectives:
Explain the key phenomena that significantly influence the various characteristics of population: size, composition, birth rate, and so forth.
Provide detailed examples of urbanization and its impact on populations.
Describe the contributions of the sociological theorists highlighted in the chapter to the study of urbanization.
State ways in which sociology offers unique understandings of the state of our environment
Instructions:
The goal of your infographic is to summarize and convey the key points about your selected topic. Focus on the importance and impact of your topic and possible future trends.
Use a free online infographic creation tool to generate your image. You can select one of the tools listed here:
10 Free Tools for Creating Infographics.
Your audience for this assignment is a group of sociology students in a 100-level college course.
You must include three scholarly citations in your infographic to support your assertions. Two sources must be peer-reviewed journal articles less than five years old, and the third source can be an Internet site.
.
DescriptionIn this activity, you will analyze and study the subj.docxdonaldp2
Description
In this activity, you will analyze and study the subject presented and compose a written response addressing the questions posed. The response should involve research of the subject identified below. In this activity you will use a template in Word® and replace the content with your response while preserving the outline formatting. You will also practice the first few stages of essay writing which includes organizing ideas into main topics and subtopics in outline format. The final deliverable for this assignment is an outline of an essay in development. You will not turn in a completed essay, just the outline. Prior to starting, read the entire assignment below.
Instructions
Preparing
1. Save this example template to your computer (.docx). Open the file and read the document. You will use this document for this activity.
2. Next, review the materials and content below. As you do, take notes of main ideas and supporting points on a piece of paper.
3. When ready to begin the outline in Word, enter information such as the title, your name, etc. into the file. Enter the name of your essay in all capitals within the page header.
Write the outline
1. For the remainder of the outline, the content must contain only your words. Do not quote, paraphrase or borrow content from the sources. Close all source materials before starting. Again, use only your words here. This is not about trying to sound like an expert. Just organize your thoughts and represent them on the outline.
2. Enter your thesis at the top of the first page in sentence format. Think of a thesis statement as a one sentence summary of the essay.
3. Enter a blank space for the introduction. It is suggested to write the introduction after the body and conclusion sections are complete. Many authors prefer this method so you are asked to give it a try here.
4. Enter the main ideas and then under each enter the subtopics in sentence format (this should not be paragraphs). Feel free to delete the existing outline prior to starting.
5. Add a conclusion section also in outline format.
6. The final paper outline must be at least 1.5 pages long. A little longer than that is fine but the response should not be less than 1.5 pages.
Case Information
Computer Input-Output Technologies that Link Pilots and Air Traffic Controllers
Both the Federal Aviation Administration (FAA) and Eurocontrol (Europe’s FAA) actively research, experiment with, and deploy technologies in order to create a safer and more efficient airspace system.
An example is Controller-Pilot Data Link Communications (CPDLC), which in addition to the existing radio, creates a second channel for communication between pilots and air traffic controllers (ATC). Instead of keying the radio, ATC and pilots type instructions and requests and send via text messaging. This reduces ATC workload and frees up the radio channels for important communications.
Figure 1 illustrates The Datalink Control and Display Unit (DCDU) on an Air.
DescriptionImplement a basic Calculator using an Arduino, pus.docxdonaldp2
Description:
Implement a basic Calculator using an Arduino, push buttons/keypad and LEDs
The submission requirements are a
report
,
source code (INO file) for the Arduino
and
link to the tinkercad design
.
https://www.tinkercad.com
follow these instructions :
The calculator must perform at least the basic arithmetic operations ADD, MULTIPLY, SUBTRACT and DIVIDE
the result may be displayed on the serial monitor, although using an LCD component is preferable (LCD will be required for the next project). Bonus points (up to 30%) will be awarded for use of LCD, use of the additional functions FACTORIAL, ODD or EVEN, MODULUS and PRIME FACTORS.
.
DescriptionFor this assignment, students will choose something .docxdonaldp2
Description:
For this assignment, students will choose something (a brand, ongoing PR campaign, product, commercial advertisement etc.) and explore the extent to which that brand/product etc. lives up to the messages and images being portrayed in the public’s domain. Ultimately, I want you to rule if it’s a case of greenwashing or not. Greenwashing is the practice of making an unsubstantiated or misleading claim about the environmental benefits of a product, service, technology or company practice. Greenwashing can make a company appear to be more environmentally friendly than it really is.
.
DescriptionDefend your choice of topic in 500 words or more..docxdonaldp2
Description
Defend your choice of topic in 500 words or more. Include at least 3 expert supporting quotes surrounded by quotation marks and cited in-line. Provide an annotated reference list at the end.
Annotations consist of two paragraphs of at least five sentences each about each of at least five references. The first paragraph should summarize the content of the source and the second are your thoughts or reflections about the source.
Reference citations should be in APA format for the proposal
.
DescriptionDebate on a wide variety of issues in the United.docxdonaldp2
Description
Debate on a wide variety of issues in the United States has become increasingly partisan. This is due in part to the fact that the party platforms have coalesced around positions on sets of issues and have sorted voters based on their relative preferences on these issues. Assignment: Pick two of the following issues and do a little research about how the parties’ average position on that issue has changed over the past twenty years (i.e. the era where partisan polarization has been said to be happening).
The issues are:
● Expanding federal environmental regulation
● Raising tax rates on top earners
● Legalizing gay marriage
● Supporting universal healthcare
● Joining international free trade agreements
● Authorizing domestic surveillance
Recall there are two types of polarization we have talked about:
• Mass polarization- how much the general public is or is not polarizing
• Elite polarization- how much more influential people are or are not polarization (including members of Congress, wealthy Americans, certain political activists, etc)
Choose one of these two types (mass or elite) to focus on, and apply it to both of the issues you chose. If you choose mass, you can use public opinion polls to get an idea of how people are polarizing on an issue. If you choose elite, focus on Congress as a special case (in part because it’s easier to measure, and in part because polarization in Congress have profound consequences). Polarization in Congress can be measured by looking at voting on bills. For example, if in 1973 the House of Representatives votes on a bill, and 130/265 Democrats and 85/170 Republicans vote for a bill, we can say it’s not all that polarized because about 49% of the Democrats and 50% of the Republicans voted for it, meaning they don’t differ very much in their view of the bill. On the other hand, if 90% of Democrats and 15% of Republicans vote yes in 2015, it certainly looks like things have been polarized. This logic using percentages also holds for public opinion data if you choose to talk about mass instead of elite. Keep in mind that you need to compare the past to the present. If you choose elite, then compare a law voted on by Congress before the 1990s to a more recent one (you do this once each for each of the two issues you chose. If you choose mass, then compare public opinion data by party between now and some time further in the past. You can find a ton of valuable polling and survey info through Gallup and Pew’s sites (if you choose mass). If you choose elite, then votes on laws in Congress can be found on their official website. If you’re unsure of a source, ask me first.
.
DescriptionAlpha is the best platform for entertainment to tel.docxdonaldp2
Description
Alpha is the best platform for entertainment to tells your jokes, find fun events, connect with people who share your interests and more. Through this social media platform, users are empowered to post what's on their mind as they interact with the world. Interaction includes direct messages, sharing experiences with hashtags and beyond. Wherever there is popular humor or entertainment we strive for it to occur on Alpha first. Make us your best source for entertainment as many others have across the globe!
Timeline
- Discover what your favorite sports, news, comedic celebrities, and entertainment thought leaders are talking about
- Experience dynamic media — like photos, videos, and GIFs
- Repost, share, favorite, or reply to posts in your timeline
- Write a post to let the world know what’s happening with you
- Create a poll to make your followers interact with it
Explore
- See what hashtags are trending now
- Get caught up on news headlines and videos
- Be in the “know” about entertainment
Notifications
- Find out who started following you!
- Discover which of your posts were favorited or reposted
- Respond to replies or be alerted to posts you were mentioned in
- Discover which of your events people were “interested” or “planned to go”
Messages
- Chat with friends and followers privately by using end-to-end encryption
- Share posts and other media
- Create a group discussion with anyone who follows you
Profile
- Customize your profile with a photo, bio, location, and background photo
- Look back at your posts, reposts, replies, media, polls, jokes and favorites
Connect
- Get suggestions on influential people to follow
- Sync your contacts to find friends currently on Alpha or invite more
Jokes
- Tell your jokes to make others laugh and start a reaction!
Events
- See what events are near you or create one
Alpha Emotional Reactions
- Express your reaction to posts by using “Love, Haha, Wow, Sad, and Angry” emojis
Alpha Voice Notes
- Record your voice as voice note and post it on your profile
A minimum of 250 words each question and References (questions #1- 4) KEEP QUESTION WITH ANSWER
1) How important do you think careers are in shaping our identity? Are you planning to have a one-career life, or do you plan to have several jobs in your lifetime? What would be the advantages and disadvantages of each scenario? Finally, what do you think it might cost (financially, personally, socially) to “have it all”?
2) Is workplace discrimination and ageism still prevalent today? What laws are in place to protect individuals from age discrimination related to employment? List at least five advantages and disadvantages (each) of hiring an older worker.
3) How do relationships change with age? Might Sternberg's triangular theory of love differ between an 18-year-old couple and a 50-year-old couple? Provide examples.
Based on the literature, list six key factors that contribute to healthy relationship dynamics.
4) Some rese.
DescriptionAnalyze the parody of the show. The message bein.docxdonaldp2
Description
Analyze the parody of the show. The message being presented. Does it challenge the status quo? Promote it in someway? What is the cultural capital needed to understand the commentary and message. You can focus on a segment, or the show as a whole. This includes asking how the show is able to present an alternative view on issues, when other news-based shows are unable to do so (and just claiming it is because it is humorous is not complete).
KEY QUESTION: Do satirical news shows challenge the status quo and why?
You will develop an argument using this artifact. It is best to focus on one idea in each paper (such as race, gender, attractiveness, power, etc) and discuss how it relates to the society (this is how you bring in the articles). Use at least 3 references (ASA citation) in each paper (at least 2 from class reader).
REQUIRED: Include your thesis
on your title page.
.
DESCRIPTION530 UNIT 4 QUESTION 3 Examine how knowledge of a.docxdonaldp2
DESCRIPTION
530: UNIT 4: QUESTION 3:
Examine how knowledge of aging can affect all interactions with older adults, including as customers and colleagues
Student: Herbert Porter, Student ID: 57049
Text: Aging Matters: An Introduction to Social Gerontology, Nancy R. Hooyman, Kevin Y. Kawamoto, H. Asuman Kiyak, 2015
.
Description Watch President Ronald Reagan’s 1983 speech to the Na.docxdonaldp2
Description:
Watch President Ronald Reagan’s 1983 speech to the National Association of Evangelicals, perhaps the most explicit presidential endorsement of Christian faith in recent times. As you watch this presentation, prepare and post your written answers to the following speech presentation analysis questions:
What is this speech’s topic?
What is the speech’s thesis or main point?
What in the speech, if anything, suggests the speaker (or his speech writers) had analyzed the audience and adapted the speech to its needs?
Did the speaker use effective and relevant material to support the speech’s thesis?
Was the speech effectively organized?
Did the speaker use clear, interesting, and accurate language?
Was the quality of the speaker’s voice acceptable?
Were the speaker’s movements and gestures meaningful and effective?
You must explain the observations and the reasoning that justify your answers to these questions
. The more thoughtful, detailed, and documented your observations and explanations, the better the quality of your work.
Grading Criteria:
Be sure to satisfy each of the following grading criteria:
Thread
Be sure to provide thoughtful, detailed answers to each of the 8 questions and to support your observations by citing supportive parts of the Reagan speech presentation.
.
Description Total Possible Score 30.00Distinguished .docxdonaldp2
Description:
Total Possible Score: 30.00
Distinguished - Comprehensive Executive Summary that provides a clear synopsis of Task Force Plan and highlights the most
important points.
Proficient - Provides an Executive Summary. Highlighting the most important of the major issues and requirements of Task Force
Plan.
Basic - Basic information was included in the Executive Summary but some major elements were missing.
Below Expectations - The Executive Summary was present but significant elements were missing. There were not enough
details for the reader to understand the major goals of the Task Force.
Non-Performance - The Executive Summary is either nonexistent or lacks the components described in the assignment
instructions.
Distinguished - Provides specific and thorough details on both the current and near term cyber crime threats through the use of
statistics. Identification of the top three priorities for the Task Force and aligns them with the current threats and preparations for
emerging threats.
Proficient - Identifies the major cyber crime threats to St. Louis County through statistical research. Proposes goals for the Task
Force that are well aligned with the current and emerging threats.
Basic - Provides basic information on the current and emerging threats to St. Louis County. Additional analysis on the
relationship to the goals of the Task Force could have made this area stronger.
Below Expectations - Provides few current and/or emerging threats identified but the use of statistical research was lacking. The
identified threats were also not well applied to the priorities of the Task Force.
Non-Performance - The cyber Crime threats in St. Louis Count is either nonexistent or lacks the components described in the
assignment instructions.
Distinguished - Provides comprehensive and specific details of the Task Force structure and equipment needs. Details include
specific equipment suggestions, lab setup requirements as well as specific personnel and skills required. Federal agencies that
may contribute to the Task Force success are identified.
Proficient - Provides comprehensive and specific details of the Task Force structure and equipment needs. Details include
personnel/skills, equipment and systems needed. Identifies the federal agencies that may be needed for assistance. Some
details need further development.
Basic - Provides limited details of the Task Force structure and equipment needs. Details include types of equipment, personnel
or skills required. Presents basic types of federal agencies alliances but identification to specific agencies is unclear.
Below Expectations - Provides some information on Task Force organization, structure. Resource requirements were provided
but there were few specifics as far as types of technology, numbers of personnel or specific federal agencies that could offer
assistance to the new Task Force.
Non-Performance - The Task Force Structure and Equipment Requiremen.
Description Total Possible Score 16.00Distinguished .docxdonaldp2
Description:
Total Possible Score: 16.00
Distinguished - Develops a clear and concise introduction that includes future goals, position and learning environment intended
to work in, and the desired age level to work with.
Proficient - Develops an introduction that includes future goals, position and learning environment intended to work in, and the
desired age level to work with. The introduction is slightly unclear.
Basic - Develops a limited introduction that includes future goals, position and learning environment intended to work in, and the
desired age level to work with. The introduction is unclear.
Below Expectations - Attempts to develop an introduction; however, it does not include future goals, position or learning
environment intended to work in, or the desired age level to work with. The introduction is significantly unclear.
Non-Performance - The introduction is nonexistent or lacks the components described in the assignment instructions.
Distinguished - Intricately discusses how effective, on-going home and community partnerships can support early childhood
curriculum, learners’ development and the learning environment. The discussion is clearly supported with scholarly resources
such as theories, practices, strategies, and/or frameworks.
Proficient - Discusses how effective, on-going home and community partnerships can support early childhood curriculum,
learners’ development and the learning environment. The discussion is supported with scholarly resources such as theories,
practices, strategies, and/or frameworks, but is missing minor details.
Basic - Minimally discusses how effective, on-going home and community partnerships can support early childhood curriculum,
learners’ development, and the learning environment. The discussion is somewhat supported with scholarly resources such as
theories, practices, strategies, and/or frameworks and/or missing relevant details.
Below Expectations - Attempts to discuss how effective, on-going home and community partnerships can support early childhood
curriculum, learners’ development and the learning environment; however, the discussion is not supported with scholarly
resources such as theories, practices, strategies, and/or frameworks and is missing significant details.
Non-Performance - The discussion of how effective, on-going home and community partnerships can support early childhood
curriculum, learners’ development and the learning environment is either nonexistent or lacks the components described in the
assignment instructions.
Distinguished - Clearly articulates the communication and collaboration strategies that will be used and provides a
comprehensive rationale for why the suggested strategies are best for developing and maintaining partnerships. The explanation
is well supported by scholarly sources.
Proficient - Articulates the communication and collaboration strategies that will be used and provides rationale for why the
suggested strategi.
Description The scenario description and requirements for Short.docxdonaldp2
Description: The scenario description and requirements for Short Paper #2:
Prepare a short research paper of approximately 900 to 1000 words, double-spaced, exclusive of cover, title page (optional), table of contents (optional), endnotes and bibliography.
Assume the following incidences happened years ago before there were agreements of cooperation between the US and the Cayman and Nevis Islands. So, neglect, the recent agreements between the US and the Navis Islands government for your analysis
.
Alice changes banks following her troubles with SSB. At her new bank, Acme Security Trust (AST), RSA is used as the cryptographic system. Alice creates a key pair and supplies to Felicity, a bank manager of AST with her public key {eA, nA}, securing her private key {dA, nA} on a thumb drive which Alice keeps locked in a wall safe at her home. In turn, Felicity, a bank manager, who is designated to handle Alice’s business, gave Alice access to a key server maintained by AST so that Alice can readily obtain Felicity’s current public key {eF, nF} whenever she needs to communicate securely with Felicity. Alice has provided her public key to Felicity
Things are fine for a few months until Alice sends Felicity a message m asking about current interest rates on Certificates of Deposit issued by AST. As shown below, she encrypts the message with Felicity’s public key
first
and then signs with her private key.
C = (meF mod nF )dA mod nA
Where C is the encrypted message and m is the plaintext message.
A few days later, Alice received a statement that shows a debit of $1,000,000 from her account. On inquiring, she was told that Felicity transferred the money out of Alice’s account into an account of her own in a bank on the Caribbean island of Nevis, where she subsequently moved. When reached via long distance in Nevis, Felicity produced an encrypted message ’C’ and corresponding plain text message from Alice saying:
"Thanks for your excellent service, Felicity. Please transfer $1,200,000 from my account to yours as a token of my esteem and appreciation. Signed, Alice."
Alice files suit against, Felicity, AST and the government of the Nevis, claiming that the message was a forgery sent by Felicity herself, asking for triple damages for pain and suffering. Felicity has responded by claiming that all procedures were followed properly, and that Alice is filing a nuisance suit.
You have been employed by AST as a an expert to assist in the investigation of this matter and help them decide what to do with Alice’s suit. You obtain Felicity’s private key from the AST server, and the cipher text C, and calculate
g= (CeAmod nA)dFmod nF
Where g is the plain text message which was obtained decrypting the cipher text C, using Felicity’s Private key (dF,nF). Your report to the AST Board of Directors should address the following issues:
From the facts as presented what can be determined about Alice’s intentions to make Felicity a gift of $1,000,000? How d.
Description Research the internet for an example of a violation.docxdonaldp2
Description:
Research the internet for an example of a violation of sensitive information (data breach). Post a summary of the situation and outcome (as well as the source) and evaluate if controls were adequate to prevent the violation. What would you have done to protect the organization from this type of exposure in the future?
.
Description Presentation (500 words + 10minutes)Percentage 40.docxdonaldp2
Description: Presentation (500 words + 10minutes)
Percentage: 40%
Word Count: 10 minutes
Submission: Via Learnline
Relevance Using communication to provide safe care is an integral component of nursing. The national standards that govern the provision of care in acute and aged care centre around communication and ensuring safe and effective care is delivered. The use of ISBAR to communicate and share key information has been shown to be effective in managing and minimising harm in healthcare. ISBAR is a standard communication tool used to share information in acute deterioration. All nurses and training nurses must be aware of this process.
Learning Outcomes
Identify verbal and non-verbal communication strategies and standards that enable therapeutic communication and interprofessional relationships
Explain how cultural sensitivity and cultural safety aid in the establishment of effective communication with Aboriginal and Torres Strait Islander people and other multicultural communities
Demonstrate a high level of written and spoken English according to academic conventions and professional nursing standards.
Demonstrate effective communication through clinical handover and the legal documentation of essential information in healthcare records to ensure patient safety
Task Instructions
Develop and present a 10-minute digital presentation that address the following questions:
Discuss how the ISBAR approach to handover aligns to communicating for safety national standards that govern acute and aged care
Use literature (journal articles, textbooks, research publications and national standards) to support the content
Narrate and elaborate upon the presentation using appropriate literature to support your points
Put the citation on the slides and include a reference list
Use PowerPoint to present the content
Load your Microsoft PowerPoint presentation file onto Learnline, AND
Submit a maximum 500 words script summary
Load your script summary Word Document or PDF file with your Powerpoint presentation onto Learnline
Please note:
It is a student’s responsibility to ensure that the narrated presentation plays and that the audio is clear. The presentation is not to exceed 10 minutes in duration. The presentation should draw on your knowledge of communication and culture you learn from this unit. The word counts of your script summary include the script and your presentation, except the reference list.
Marking Instructions: Please access the marking rubric to ensure that you are maximising your marks in your submission.
.
Description of theNationalMilitary Strategy2018.docxdonaldp2
Description of the
National
Military
Strategy
2018
The Joint Staff
1
Overview
The 2018 National Military Strategy (NMS) provides the
Joint Force a framework for protecting and advancing U.S.
national interests. Pursuant to statute, it reflects a
comprehensive review conducted by the Chairman with the
other members of the Joint Chiefs of Staff and the unified
combatant commanders.
As an overarching military strategic framework, this
strategy implements the substantial body of policy and
strategy direction provided in the 2017 National Security
Strategy, the 2018 National Defense Strategy (NDS), the
Defense Planning Guidance (DPG), and other documents.
The 2018 NMS provides the Chairman’s military advice for
how the Joint Force implements the defense objectives in
the NDS and the direction from the President and the
Secretary of Defense.
The 2018 NMS also reflects lessons learned from
implementing global integration over the last two years. The
strategy articulates a continuum of strategic direction to
frame global integration into three strategy horizons to meet
the challenges of the existing and future security
environment. Force employment addresses planning, force
management, and decisionmaking to fulfill the defense
objectives of the NDS. Force development adapts functions,
capabilities, and concepts to improve the current Joint
Force. Force design innovates to enable the Joint Force to
do what it does differently to retain a competitive advantage
against any adversary.
The vision of the Joint Force articulated in the 2018 NMS is
a Joint Force capable of defending the homeland and
projecting power globally, now and into the future.
2
Strategic Approach
From its global perspective, the NMS premises an adaptive
and innovative Joint Force capable of employing its
capabilities seamlessly across multiple regions and all
domains -- continuing the transition from a regional to a
global mindset and approach.
This strategy
anchors its
approach against a
set of clearly
identified security
trends outlined in
the NDS (see inset).
These trends,
especially those
posed by the
reemergence of
great power
competition with China and Russia, represent the most
difficult challenges facing the Joint Force. However, the full
scope of global integration must recognize uncertainty and
be vigilant for emerging threats to the security and interests
of the United States, its allies and partners. In a security
environment where the homeland is no longer a sanctuary
and every operating domain is contested, competitors and
adversaries will continue to operate across geographic
regions and span multiple domains to offset or erode Joint
Force advantages.
To achieve military advantage over competitors and
adversaries, the NMS introduces the notion of joint
combined arms, defined as the conduct of operational art
through the integration of joint capabilities.
Description of the toolUsages and meritsYour own demonstration.docxdonaldp2
Description of the tool
Usages and merits
Your own demonstration screenshots (if possible)
Drawbacks or liabilities
Methods of circumvention
Language in which tool written
OS targeted / limitations
Reference to the source code as available
I need it after 3 hours from now it should nor exceed 4 or 5 pages but coverring all of the above.
.
Description of the AssignmentThe assignment provides an oppo.docxdonaldp2
Description of the Assignment
The assignment provides an opportunity for the student to:
Develop and leadership profile based on leadership style and personality profile
Apply their leadership profile to advanced communication situations
Develop strategies that will improve and/enhance advanced communication skills
Engage in reflective practice through writing
IV. Preparing the Assignment
Preparing the Assignment
Address all components of the Advanced Communication in Systems Leadership paper as outlined under "Assignment Directions and Criteria".
The paper is graded on quality and completeness of information, depth of thought, organization following outline provided, substantive narrative, use of citations, use of standard English, and writing conventions.
Format:
American Psychological Association. (2010).
Publication manual of the American Psychological Association
(current ed.). Washington, DC: Author. Is the source used for this paper
Required elements
Title page, reference page
Use Microsoft Word
Page numbers, running head, doubles-spaced, times new roman, 12pt font, 1" margins, level 1 headings
Paper length: 6 maximum, excluding reference page, title page, and assessment tool
Scholarly sources
Minimum of four (4) scholarly resources no older than 5 years
Proof-reading
Use spell check and grammar check and correct all errors
Compare final draft to detailed outline directions to ensure all required elements included
Submitting the paper
Submit to Week 2 Assignment portal by Sunday, 11:59 p.m. MT
Must achieve TII score < 24% to be graded
Final submission only will be graded
DIRECTIONS AND ASSIGNMENT CRITERIA
This paper is a reflective practice experience that requires you to describe selected communication experiences, analyze them through the lens of your newly developed leadership profile, and describe implications for future experiences. You will need to draw on knowledge of advanced communication skills as well as past experiences and knowledge in certain communication situations.
Scholarly inquiry into the specified communication types will be needed from at least one (1) peer reviewed journal per situation
. Use the detailed outline found in the Assignment Guidelines with Scoring Rubric document above to organize your paper. The headings included in that document should be used for your paper and represent what is included in a completed paper.
.
Normal Labour/ Stages of Labour/ Mechanism of LabourWasim Ak
Normal labor is also termed spontaneous labor, defined as the natural physiological process through which the fetus, placenta, and membranes are expelled from the uterus through the birth canal at term (37 to 42 weeks
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Azure Interview Questions and Answers PDF By ScholarHat
Design Thinking Comes of AgeThe approach, once.docx
1. 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.
2. 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
3. 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-
ing the principles of design to the way people work.
This new approach is in large part a response to
the increasing complexity of modern technology
and modern business. That complexity takes many
forms. Sometimes software is at the center of a prod-
uct and needs to be integrated with hardware (itself
a complex task) and made intuitive and simple from
the user’s point of view (another difficult challenge).
Sometimes the problem being tackled is itself multi-
faceted: Think about how much tougher it is to re-
invent a health care delivery system than to design
a shoe. And sometimes the business environment
is so volatile that a company must experiment with
4. multiple paths in order to survive.
I could list a dozen other types of complexity that
businesses grapple with every day. But here’s what
they all have in common: People need help mak-
ing sense of them. Specifically, people need their
interactions with technologies and other complex
systems to be simple, intuitive, and pleasurable.
A set of principles collectively known as design
thinking—empathy with users, a discipline of proto-
typing, and tolerance for failure chief among them—
is the best tool we have for creating those kinds of
interactions and developing a responsive, flexible
organizational culture.
What Is a Design-Centric Culture?
If you were around during the late-1990s dot-com
craze, you may think of designers as 20-somethings
shooting Nerf darts across an office that looks more
like a bar. Because design has historically been
equated with aesthetics and craft, designers have
been celebrated as artistic savants. But a design-
centric culture transcends design as a role, imparting
a set of principles to all people who help bring ideas
to life. Let’s consider those principles.
68 Harvard Business Review September 2015
Matt Krise
Matt Krise
Matt Krise
5. Matt Krise
have come to define the traditional organizational
environment. They add a fluid dimension to the
exploration of complexity, allowing for nonlinear
thought when tackling nonlinear problems.
For example, the U.S. Department of Veterans
Affairs’ Center for Innovation has used a design ar-
tifact called a customer journey map to understand
veterans’ emotional highs and lows in their inter-
actions with the VA. “This form of artifact helped
us better tell a story to various stakeholders,” says
Melissa Chapman, a designer who worked at the
Center for Innovation. Even more important, she
adds, it “helped us develop a strategic way to think
about changing the entire organization and to com-
municate that emergent strategy.” The customer
journey map and other design models are tools for
understanding. They present alternative ways of
looking at a problem.
Use prototypes to explore potential solu-
tions. In design-centric organizations, you’ll typi-
cally see prototypes of new ideas, new products,
and new services scattered throughout offices and
meeting rooms. Whereas diagrams such as cus-
tomer journey maps explore the problem space,
prototypes explore the solution space. They may be
digital, physical, or diagrammatic, but in all cases
they are a way to communicate ideas. The habit of
publicly displaying rough prototypes hints at an
open-minded culture, one that values exploration
and experimentation over rule following. The MIT
Media Lab formalizes this in its motto, “Demo or
6. die,” which recognizes that only the act of proto-
typing can transform an idea into something truly
valuable—on their own, ideas are a dime a dozen.
Design-centric companies aren’t shy about tinker-
ing with ideas in a public forum and tend to iterate
quickly on prototypes—an activity that the innova-
tion expert Michael Schrage refers to as “serious
play.” In his book of that title, he writes that in-
novation is “more social than personal.” He adds,
“Prototyping is probably the single most pragmatic
behavior the innovative firm can practice.”
Tolerate failure. A design culture is nurturing.
It doesn’t encourage failure, but the iterative nature
of the design process recognizes that it’s rare to get
things right the first time. Apple is celebrated for its
successes, but a little digging uncovers the Newton
tablet, the Pippin gaming system, and the Copland
operating system—products that didn’t fare so well.
(Pippin and Copland were discontinued after only
two years.) The company leverages failure as learning,
viewing it as part of the cost of innovation.
Greg Petroff, the chief experience officer at GE
Software, explains how the iterative process works
at GE: “GE is moving away from a model of exhaus-
tive product requirements. Teams learn what to do
in the process of doing it, iterating, and pivoting.”
Employees in every aspect of the business must re-
alize that they can take social risks—putting forth
half-baked ideas, for instance—without losing face
or experiencing punitive repercussions.
Exhibit thoughtful restraint. Many products
7. built on an emotional value proposition are simpler
than competitors’ offerings. This restraint grows
out of deliberate decisions about what the product
should do and, just as important, what it should not
do. By removing features, a company offers custom-
ers a clear, simple experience. The thermostat Nest—
inside, a complex piece of technology—provides
fewer outward-facing functions than other thermo-
stats, thus delivering an emotional experience that
reflects the design culture of the company. As CEO
Tony Fadell said in an interview published in Inc.,
“At the end of the day you have to espouse a feeling—
in your advertisements, in your products. And that
feeling comes from your gut.”
THE CHANGE
Increasingly, corporations and
professional services firms are
working to create design-centric
cultures.
THE REASON
Many products, services,
and processes are now
technologically complex. People
are not hardwired to deal well
with high levels of complexity.
They need help.
THE IDEA
People need their interactions
with technologies and other
complex systems to be intuitive
and pleasurable. Empathy,
experimentation, design smarts,
8. and other qualities help create
those kinds of interactions.
Those qualities need to spread
from the product design function
to the whole organization.
Idea in Brief
HBR.ORG
September 2015 Harvard Business Review 69
DESIGN THINKING COMES OF AGE
Matt Krise
Matt Krise
Matt Krise
Matt Krise
describes how the company came to realize that
it was not just in the business of making physical
products but had become one of the largest software
providers in the world. The complexity of this soft-
ware was overwhelming, so his team turned to de-
sign. “Our mandate was to create products, but also
to enable nimble innovation,” Cronin says. “That’s a
pretty tall order—we were asked to perform design at
scale and along the way create cultural change.”
IBM and GE are hardly alone. Every established
company that has moved from products to services,
9. from hardware to software, or from physical to digi-
tal products needs to focus anew on user experience.
Every established company that intends to globalize
its business must invent processes that can adjust to
different cultural contexts. And every established
company that chooses to compete on innovation
rather than efficiency must be able to define prob-
lems artfully and experiment its way to solutions.
(For more on the last shift, see “How Samsung
Became a Design Powerhouse,” page 72.)
The pursuit of design isn’t limited to large brand-
name corporations; the big strategy-consulting
firms are also gearing up for this new world, of-
ten by acquiring leading providers of design ser-
vices. In the past few years, Deloitte acquired
Doblin, Accenture acquired Fjord, and McKinsey
acquired Lunar. Olof Schybergson, the founder of
Fjord, views design thinking’s empathetic stance
as fundamental to business success. As he told an
interviewer, “Going direct to consumers is a big
disruptor.…There are new opportunities to gather
data and insights about consumer behavior, likes,
dislikes.…Those who have data and an appetite for
innovation will prevail.” These acquisitions suggest
that design is becoming table stakes for high-value
corporate consulting—an expected part of a portfolio
of business services.
Square’s mobile app Cash lets you do one thing:
send money to a friend. “I think I’m just an edi-
tor, and I think every CEO is an editor,” wrote Jack
Dorsey, Square’s CEO. “We have all these inputs, we
have all these places that we could go…but we need
to present one cohesive story to the world.” In or-
ganizations like Square, you’ll find product leaders
10. saying no much more than they say yes. Rather than
chase the market with follow-on features, they lead
the market with a constrained focus.
What Types of Companies
Are Making This Change?
As industry giants such as IBM and GE realize that
software is a fundamental part of their businesses,
they are also recognizing the extraordinary levels
of complexity they must manage. Design thinking is
an essential tool for simplifying and humanizing. It
can’t be extra; it needs to be a core competence.
“There’s no longer any real distinction between
business strategy and the design of the user expe-
rience,” said Bridget van Kralingen, the senior vice
president of IBM Global Business Services, in a state-
ment to the press. In November 2013 IBM opened
a design studio in Austin, Texas—part of the com-
pany’s $100 million investment in building a mas-
sive design organization. As Phil Gilbert, the general
manager of the effort, explained in a press release,
“Quite simply, our goal—on a scale unmatched in the
industry—is to modernize enterprise software for to-
day’s user, who demands great design everywhere,
at home and at work.” The company intends to hire
1,000 designers.
When I was at the company frog design, GE hired
us to help formalize and disseminate language,
tools, and success metrics to support its emergent
design practice. Dave Cronin, GE’s executive de-
sign director for industrial internet applications,
Design thinking is an essential tool for
11. simplifying and humanizing. It can’t be
extra; it needs to be a core competence.
70 Harvard Business Review September 2015
SPOTLIGHT ON THE EVOLUTION OF DESIGN THINKING
are set appropriately, they must be aligned around
a realistic timeline—culture changes slowly in large
organizations.
AN ORGANIZATIONAL FOCUS on design offers unique
opportunities for humanizing technology and for
developing emotionally resonant products and ser-
vices. Adopting this perspective isn’t easy. But doing
so helps create a workplace where people want to be,
one that responds quickly to changing business dy-
namics and empowers individual contributors. And
because design is empathetic, it implicitly drives a
more thoughtful, human approach to business.
HBR Reprint R1509D
What Are the Challenges?
Several years ago, I consulted for a large entertain-
ment company that had tucked design away in a
select group of “creatives.” The company was ex-
cited about introducing technology into its theme
parks and recognized that a successful visitor ex-
perience would hinge on good design. And so it be-
came apparent that the entire organization needed
to embrace design as a core competence. This shift
is never an easy one. Like many organizations with
entrenched cultures that have been successful for
many years, the company faced several hurdles.
12. Accepting more ambiguity. The entertain-
ment company operates globally, so it values repeat-
able, predictable operational efficiency in support of
quarterly profit reporting. Because the introduction
of technology into the parks represented a massive
capital expenditure, there was pressure for a guar-
antee of a healthy return. Design, however, doesn’t
conform easily to estimates. It’s difficult if not im-
possible to understand how much value will be de-
livered through a better experience or to calculate
the return on an investment in creativity.
Embracing risk. Transformative innovation is
inherently risky. It involves inferences and leaps of
faith; if something hasn’t been done before, there’s
no way to guarantee its outcome. The philosopher
Charles Peirce said that insights come to us “like a
flash”—in an epiphany—making them difficult to ra-
tionalize or defend. Leaders need to create a culture
that allows people to take chances and move forward
without a complete, logical understanding of a prob-
lem. Our partners at the entertainment company
were empowered to hire a design consultancy, and
the organization recognized that the undertaking
was no sure thing.
Resetting expectations. As corporate lead-
ers become aware of the power of design, many
view design thinking as a solution to all their woes.
Designers, enjoying their new level of strategic
influence, often reinforce that impression. When
I worked with the entertainment company, I was
part of that problem, primarily because my liveli-
hood depended on selling design consulting. But
design doesn’t solve all problems. It helps people
13. and organizations cut through complexity. It’s great
for innovation. It works extremely well for imagin-
ing the future. But it’s not the right set of tools for
optimizing, streamlining, or otherwise operating a
stable business. Additionally, even if expectations
“That’s one of my early pieces.”
M
AR
TI
N
B
UC
EL
LA
Jon Kolko is the vice president of design at Blackboard,
an education software company; the founder and
director of Austin Center for Design; and the author of
Well-Designed: How to Use Empathy to Create Products
People Love (HBR Press, 2014).
HBR.ORG
September 2015 Harvard Business Review 71
DESIGN THINKING COMES OF AGE
14. ARTWORK The Office for Creative Research
(Genevieve Hoffman), Punch Card Music BoxSPOTLIGHT
SPOTLIGHT ON THE EVOLUTION OF DESIGN THINKING
by Youngjin Yoo and Kyungmook Kim
How Samsung
Became
a Design
Powerhouse
September 2015 Harvard Business Review 73
HBR.ORG
South Korea’s Samsung Electronics manufactured
inexpensive, imitative electronics for other compa-
nies. Its leaders valued speed, scale, and reliability
above all. Its marketers set prices and introduced
features according to what original-equipment
manufacturers wanted. Its engineers built products
to meet prescribed price and performance require-
ments. At the end of the process designers would
“skin” the product—make it look nice. The few de-
signers working for the company were dispersed in
engineering and new-product units, and individual
designers followed the methods they preferred. In a
company that emphasized efficiency and engineer-
ing rigor, the designers had little status or influence.
15. Then, in 1996, Lee Kun-Hee, the chairman of
Samsung Group, grew frustrated by the company’s
lack of innovation and concluded that in order to
become a top brand, Samsung needed expertise
in design, which he believed would become “the
ultimate battleground for global competition in the
21st century.” He set out to create a design-focused
culture that would support world-class innovation.
By any measure, his goal was achieved. Samsung
now has more than 1,600 designers. Its innova-
tion process begins with research conducted by
multidisciplinary teams of designers, engineers,
marketers, ethnographers, musicians, and writers
who search for users’ unmet needs and identify
cultural, technological, and economic trends. The
company has built an impressive record on design,
garnering more awards than any other company in
recent years. The bold designs of its televisions of-
ten defy conventional style. With its Galaxy Note se-
ries, Samsung introduced a new category of smart-
phone—the phablet—which has been widely copied
by competitors. Design is now so much a part of its
corporate DNA that top leaders rely on designers to
help visualize the future of the entire company.
It has been a bumpy journey. Despite strong sup-
port from top management, the company’s designers
continue to face constant challenges stemming from
its efficiency-focused management practices, which
are deep-rooted. Shifting to an innovation-focused
culture without losing an engineering edge is not a
simple matter. It involves managing a number of very
real tensions. Engineers and designers sometimes
don’t see eye-to-eye. Suppliers must be brought on
16. board. Managers invested in the status quo must be
persuaded to buy in to idealized visions of the future.
A risk-averse culture must learn to accommodate
experimentation and occasional failure.
Samsung’s success in making this shift can be
traced back to a single early decision—to build de-
sign competency in-house rather than import it. As
we’ll describe, Samsung chose to create a commit-
ted, resourceful corps of designers who figured out
that they could manage the tensions and overcome
internal resistance by deploying the same tools that
they use in pursuing innovation—empathy, visual-
ization, and experimentation in the marketplace. The
corps has helped institute policies and structures that
embed design thinking in all corporate functions and
provide a framework for reevaluating products in the
face of dramatic technological change.
Building an In-House Competency
One of the world’s biggest technology companies
and the leading subsidiary of Samsung Group,
Samsung Electronics has been much in the news
ever since it branched into consumer electronics
and decided to go head-to-head with Apple (whose
patent- infringement lawsuits against the company
are ongoing). Competition from Apple and others
has been intense; in the third quarter of 2014 the
company’s profits dropped 60% from the same
quarter of the previous year. By the first quarter of
2015 profits were recovering but were still below
prior-year levels. Nevertheless, the big picture is
one of impressive innovation and marketplace suc-
cess. Samsung’s mobile division is the sole survivor
of the radical market revolution led by the iPhone
17. SPOTLIGHT ON THE EVOLUTION OF DESIGN THINKING
BORDEAUX TV
Ethnographic research in
2003 revealed that TVs are
off far more than they’re on
in most homes, so Samsung
improved the visual appeal
of its TVs starting with this
model. It was a huge hit.
A DESIGN REVIEW MEETING
at Samsung’s Corporate Design Center
CO
UR
TE
SY
O
F
SA
M
SU
N
G
Until 20 years ago,
74 Harvard Business Review September 2015
18. (the mobile divisions of former competitors such
as Nokia, Motorola, and Ericsson no longer exist),
and smartphone sales drove record earnings for the
company in 2013. Moreover, Samsung has been the
leader in the global TV market since 2006, generat-
ing a series of hit models such as Bordeaux, Touch of
Color, One Design, and Curved Smart.
These design leaps all began with Lee’s 1996 re-
solve—triggered in part by a consultant’s report on
Samsung’s innovation deficiencies—to instigate a
design “revolution” in the company. (This wasn’t
the first major leap for Samsung. In 1993 Lee had
launched an initiative to integrate Western practices
on strategy, HR, merit pay, and design into the con-
glomerate, but he had been unsatisfied with subse-
quent progress.) To fuel its design revolution, the
company could have sought first-rate expertise from
outside. That certainly would have been the fastest
approach, and a number of senior managers pushed
to have an internationally known Korean designer
take over the design function. But other executives
persuaded Lee to nurture internal designers who
would focus on the company’s long-term interests
rather than just their own projects.
As part of its investment in developing an orga-
nization-wide design capability, Samsung brought
in faculty members from a well-known art college
and created three training programs. One program
trained in-house designers, taking them away from
their jobs for as long as two years. (The other two
were a college and graduate-level school and an
internship program.) Lee made the programs a per-
sonal priority, which prevented them from being de-
19. railed by the objections of business and design execu-
tives who were furious about losing their designers
for so long.
Numerous Samsung executives now agree that
dependence on outside expertise would have done
long-term damage. Developing in-house expertise,
while laborious, created a group of designers who
take a holistic view. An Yong-Il, the vice president
of design strategy, puts it this way: “When we had
our own place in the organization, we started car-
ing about the future of the company.” The designers
also developed a capacity for strategic thinking and
a tenacity that enabled them to overcome resistance
over the long term. It seems doubtful that any group
of outside designers, no matter how brilliant, would
have been able to do that—even with support from
the chairman.
Empathizing with the
Whole Organization
In large companies, the process of innovation is
long and tortuous. Even if a design team’s new-
product concept wins raves and garners executive
support, it still must survive numerous down-
stream decisions—by engineers, programmers,
user- experience experts, team leaders, managers,
and even, in some cases, suppliers. Each of those
decisions creates an opportunity for an idea to
be hijacked by other functions’ priorities and the
strong tendency to steer the process toward the
safety of incremental change rather than the risky
territory of radical innovation. Kang Yun-Je, a se-
nior vice president and the creative director of
Samsung TV, says that nondesign functions typi-
20. cally think they can make good profits simply by us-
ing existing technology to make existing products a
bit better and a bit faster.
Even in a company that embraces design prin-
ciples, the reality is that designers must take steps to
ensure that their ideas prevail as originally conceived.
To do this they need to consistently empathize with
decision makers from other functions throughout
the process.
Idea in Brief
THE CHALLENGE
Samsung Electronics knew that
in order to become a top brand,
it needed a design-focused
culture that would support
world-class innovation.
THE PROBLEM
Designers faced constant
challenges stemming from the
company’s efficiency-focused
management practices, which
were deep-rooted. Managers
who were invested in the status
quo had to be persuaded to
buy in to idealized visions of
the future.
THE SOLUTION
The company built a corps
of designers with a capacity
for strategic thinking and the
tenacity that enabled them
to overcome resistance by
21. deploying the same tools—
empathy, visualization, and
market experimentation—that
they use in pursuing innovation.
HBR.ORG
September 2015 Harvard Business Review 75
HOW SAMSUNG BECAME A DESIGN POWERHOUSE
planning is all about. Designers, by contrast, are
trained to break from the past. But if they want to
persuade decision makers to take a chance on their
radical visions of the future, they need to adopt a
managerial mindset. Visualization is a powerful tool
for bridging the two ways of thinking and getting
skeptics to support new ideas.
The development of the Galaxy Note provides
a case in point. Soon after Samsung Electronics in-
troduced its Galaxy S smartphone and Galaxy Tab
tablet, some members of its design team noticed an
unmet need in the market: In Korea and Japan many
knowledge workers had a habit of jotting down
notes and keep their schedules in wallet-size pocket
diaries, for which neither the four-inch phone nor
the nine-inch tablet provided a good substitute.
Realizing that a whole new platform was needed,
the design group developed the concept of a smart
diary that featured a pen interface and a five-and-a-
half-inch screen.
When the designers introduced the concept to
22. management, fierce debate about the screen size en-
sued. At the time, the marketers firmly believed that
no mobile phone should be larger than five inches.
Even after the designers produced mock-ups, man-
agers worried that users would not accept such a
large smartphone.
“Although everyone is for innovation, no one
wants to change when we start talking about de-
tails,” says Lee Min-Hyouk, of Samsung Mobile.
“People told us, ‘It won’t sell.’ ‘You cannot hold it in
your hand.’ ‘How can you put that thing next to your
face?’ ‘The only reason to buy this is to make your
face look small.’”
It was clear that the new size would require peo-
ple’s beliefs about smartphones to undergo a funda-
mental shift. The team was able to prevail by refram-
ing the conversation: It prepared a mock-up of the
product demonstrating what eventually became the
widely imitated “smart cover,” which connects with
the user-experience software to display an interac-
tive screen when the cover is closed. The mock-up
looked more like a pocket diary, and those present at
the design review realized that when it was thought
of in that way, the new phone did not look so big.
This shift in perception allowed Samsung to create
the phablet category, which led to the highly suc-
cessful Galaxy Note series. The company now uses
the smart-cover concept for the smaller Galaxy S
series as well.
Consider, for example, the attempt by Lee Min-
Hyouk, Samsung Mobile’s creative director, to
23. “sell” what was eventually nicknamed the “Benz
phone” after a Norwegian newspaper likened it to
the Mercedes-Benz. It was the first flip-cover mo-
bile phone to have no external antenna. Lee, then a
junior designer, knew that in order to persuade the
engineers to eliminate the antenna, he’d need a bet-
ter reason than to make a phone look good. To bring
them on board, he reached well beyond the usual
design role and took on an engineer’s mindset, com-
ing up with a new hinge design that created an in-
ternal space for a larger and more effective antenna.
He also studied different types of paints that would
enhance signal reception. “I had to imagine a new
design for engineers as well as users,” he says. The
engineers were won over, and the phone ultimately
sold 10 million units.
Design must also win the support of suppli-
ers. If parts makers are unwilling to collaborate,
no new design, no matter how compelling it may
be, can survive. For example, when Samsung was
working on its One Design flat-panel television, it
faced strong resistance from its LCD panel supplier,
which was accustomed to providing panels with
inner covers to protect the components. TV manu-
facturers would add an external cover, which typi-
cally resulted in a thick profile for the final product.
Because Samsung’s designers envisioned a thin,
metal- encased TV, the company wanted the supplier
to omit the inner covers.
But “they didn’t listen to us,” Jung Hyun-Jun, the
vice president of engineering for Samsung TV, says
of the supplier. “They were selling standardized LCD
panels as a complete set to many other TV manufac-
turers, and they did not see any reason why they
24. should do something different for just one model of
one client.”
So Samsung’s designers, working with its engi-
neers, invented a supply-chain model for LCD panel
systems that would radically reduce the shipping
cost, because without the covers about 10 times as
many LCD cells could be packed into the same space.
The cost saving was shared with the supplier, and
Samsung got its coverless panels.
Visualizing the Future,
Reframing the Problem
Managers are trained to draw on the past and the
present to project the future—that’s what budget
GALAXY NOTE
Designed in 2011 to
address an unmet need
for a smartphone that
could handle note taking
76 Harvard Business Review September 2015
SPOTLIGHT ON THE EVOLUTION OF DESIGN THINKING
Young-Jun, a design SVP. To build consensus, the de-
sign group urged the company to experiment with
the idea in the European market. The model was a
big hit, and the CEO and the entire TV development
team, including marketers and engineers, backed
the concept. Bolstered by the experiment’s suc-
cess, the design group chose an even more daring
design for what became the Bordeaux model, with a
25. glossy white border and a red chevron-shaped lower
edge. When the full line of products finally came out,
Samsung sold a million units in six months.
Samsung has also learned to use marketplace
experimentation to support forward-looking design
research. After one team’s folding-screen concept
generated a rapid share increase in the PC-monitor
market, the team found it easier to secure funding
for other long-term design initiatives. It was able
to develop and launch a series of highly successful
products in the TV market. All Samsung’s recent hit
models have their origins in such a process.
With commercial successes like these to the
designers’ credit, the value of advance design is
now widely appreciated within the company, and
Samsung has made substantial investments in
deep-future thinking. In fact, four distinct time ho-
rizons now exist simultaneously for design within
Samsung. (See the exhibit “Design for the Near and
Distant Future.”)
Creating a Sustainable—
and Flexible—Design Organization
Internal resistance has been a fact of life at Samsung
ever since the company started on the road to
Experimenting in the Marketplace
Empathy and visualization aren’t always enough to
generate the internal support necessary for radical
change. In some cases Samsung designers experi-
ment and refine their ideas in the marketplace and
use the market data to build support.
Around 2003, Samsung’s designers wanted to im-
26. prove the aesthetics of the company’s TVs. This grew
out of an initiative to question the very definition of
a television. Ethnographic research revealed that in
most homes, TVs are off far more hours than they’re
on. In other words, much of the time they are pieces
of furniture. As such, the designers felt, sets should
be visually stunning. They proposed removing the
speakers from their usual location, on either side
of the screen, and hiding them. This radical design
alteration would require a trade-off on audio qual-
ity, but the designers believed that a fundamental
change had occurred in consumers’ thinking about
TV sound. Because so many people were connect-
ing their sets to home-theater systems, their think-
ing went, audio quality was no longer a priority and
could safely be compromised. Accordingly, they hid
the speakers below the screen, creating downward-
facing speaker holes that would direct sound to the
unit’s graceful, chevron-shaped bottom edge, where
it would be reflected toward the viewer.
Many Samsung managers were skeptical. They
still believed the conventional wisdom about TV
design: that, in descending order, the priorities
were visual quality, audio quality, usability, and
physical shape. The CEO was concerned about the
idea of putting speakers below the screen, says Kim
DESIGN FOR THE NEAR AND DISTANT FUTURE
Separate design teams at Samsung focus on different definitions
of the “future,” from near-term to
far-term, so that the flow of ideas will be sustainable
indefinitely.
LINE-UP
DESIGN
27. 12 MONTHS OUT
Designers in business units shape
the company’s offerings by
• Developing new products
and user interfaces
• Conducting a competitive
analysis of new and
existing products
CORPORATE DESIGN CENTERDESIGNERS IN BUSINESS
UNITS
ARCHETYPE
DESIGN
18–24 MONTHS OUT
Designers in business units, with
the help of the Corporate Design
Center, create product and platform
archetypes by
• Planning for specific new products
• Designing new products and user
interfaces
• Investigating details such as
colors and materials
NEXT-GENERATION
DESIGN
2–5 YEARS OUT
Designers in the CDC, in
collaboration with business-unit
designers, help senior executives
28. shape the company’s near-term
future by
• Developing a new business
investment plan
• Creating a next-generation
platform road map
• Investigating new enabling
technologies
FUTURE
DESIGN
5–10 YEARS OUT
Designers in the CDC help the C-suite
visualize the company’s distant
future by
• Developing new business concepts
• Creating a technology road map
• Investigating technology and user
megatrends
COMBINATION BUSINESS UNIT & CORPORATE
DESIGNERS
HBR.ORG
September 2015 Harvard Business Review 77
HOW SAMSUNG BECAME A DESIGN POWERHOUSE
29. The importance of design is felt everywhere. In
the TV division, for example, engineers will tell you
that their primary job is to help designers realize their
vision. When sales of the Galaxy S series declined re-
cently, it was design that received the most scrutiny
from corporate leaders.
Nevertheless, Samsung faces enormous chal-
lenges going forward. Its approach to design is still
largely based on the development of hardware prod-
ucts, even though most of that hardware runs on
software. As digital technology changes the business
landscape—and as Samsung continues to develop
its own operating system and various service plat-
forms in transportation, health, and payments—the
company will have to radically alter its design pro-
cess. Designers are already experimenting with ag-
ile development for software-based user- interface
designs that require frequent rapid iterations and
shorter design cycles. They are trying various
forms of cross-functional coordination as they deal
with increasingly convergent products. Recently
Samsung conducted the first companywide design-
management capability review, which is being used
to inform a corporate restructuring. The company’s
design revolution is far from complete.
As the technological landscape continues to shift,
executives of all corporations that seek an advantage
through design thinking will need to constantly re-
view their design processes, cultures, decision mak-
ing, communications, and strategy. Recognizing that
Lee Min-Hyouk’s comment “Although everyone is for
innovation, no one wants to change when we start
talking about details” applies even to design groups,
companies must push the usual bounds of design
30. thinking and create an ever more radical vision for
the future. HBR Reprint R1509E
design excellence, 20 years ago. In the late 1990s An
Yong-Il, the design strategy VP, met strong opposi-
tion from Samsung managers when, after studying
the design organizations of companies such as IBM,
Sony, Mitsubishi, Panasonic, and Phillips, he recom-
mended adoption of a companywide design philoso-
phy described as “Inspired by humans, creating the
future.” Executives made it very clear that meeting
short-term profit targets by selling cheap imitations
of competitors’ products was more important to
them than establishing a design philosophy. Even
designers gave An’s philosophy a lukewarm recep-
tion. He says, “About 20% agreed with what I said but
did not want to do it. About 50% said, ‘Why bother?
We just draw pretty pictures as told by others.’ It was
only about 30% of designers, mostly young, who
were interested.”
So it’s perhaps not surprising that during the
Asian financial crisis of 1997, the company cut back
on its design initiatives. Discouraged, An considered
leaving the company. His boss urged him to enter
a PhD program instead, to study management and
organizational design and to reflect on what would
ensure a strong future for design thinking at Samsung.
His studies brought An to the conclusion that
design philosophy and design principles must be
visualized through clear organizational structures
and processes and a new personnel policy. The de-
sign group should include people who understood
social science, ethnography, engineering, and man-
agement. In 2000, when Samsung emerged from the
31. financial crisis, An’s boss worked with the company’s
corporate strategy office to conduct a strategic review
of the design organization. The review found that
Samsung needed to establish a strategic design group,
later dubbed the Corporate Design Center, that would
plan for the company’s future and lead the way in
perpetuating its emphasis on design thinking. Today
the CDC is organized around twice-yearly strategic
design review meetings that involve all the compa-
ny’s senior executives. The most crucial element of
those meetings is visualizing Samsung’s future.
Youngjin Yoo is the Harry A. Cochran Professor in
Management Information Systems and the founding
director of the Center for Design+Innovation at Temple
University. He is also an overseas advisory fellow of the
Samsung Economic Research Institute and consults for
Samsung Electronics. Kyungmook Kim is a principal
designer at Samsung Electronics’ Corporate Design Center.
“I had to imagine a new design for
engineers as well as users.”
—a design executive who made an aesthetic change to a mobile
phone
78 Harvard Business Review September 2015
SPOTLIGHT ON THE EVOLUTION OF DESIGN THINKING
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