This document outlines an interactive session on innovation that uses gamification elements like teams, points, and time limits. Participants are instructed to get into teams, come up with team names and shields, and identify the roles needed for innovation. The document discusses learning from mistakes, ensuring the right people and permissions are in place. It also outlines challenges for identifying innovation roles and mapping an innovation plan for the year. The session aims to have participants learn about innovation in a fun way through competition and collaboration.
All text (except our introduction and commentary) taken word-for-word from the 10 Faces of Innovation summary on IDEO's website dedicated to the book by Tom Kelly. http://www.tenfacesofinnovation.com/ We bought and loved the book and encourage you to do the same.
"If I hear one more 'we need to be more like Google' I might scream!" Typically, this means people want more creativity and innovation. But in a world where stakeholders are talking solutions and requirements, how do you get them to reframe their thinking to focus on problems and opportunities? How can creative thinking help people manage change and uncertainty? Championing the need for creativity – even in the most unlikely of places – this talk will give insight into the power that can be found in looking at things just a little bit differently.
Essential of Technology Entrep. & Innovation- Chapter two entrepreneurship a...Motaz Agamawi
In chapter two we are discussing the relation between entrepreneurship and innovation.
This course provide the students with a conceptual knowledge regarding the essentials for management practices of a technology-based organization, and the evolution of technology. The topics covered in this course would include: • Introduction to the concept of entrepreneurship. • What entrepreneurs do and their importance to economy • How to seize business opportunity; • Know the process of creativity and difference between invention and innovation • Know how innovation is important as a dimension of entrepreneurship • Critical factors in managing technology; including • The Time Factor (Osborn effect) • Technology Push and Market Pull • The S-Curve of Technology • Technology and Product Life Cycle • The Chain Equation of Technology Innovation • Price Knowledge Gape Relation • Difference between Entrepreneurship and Stewardship Management • Difference between technology leader and followers • Competition and Competitiveness Concepts. • The process of the technological innovation; • Who are the customers; and • How to optimize cost and find finance for your projects • Demonstrate the importance of business plan, including the marketing and financial plans and how to prepare it. • Know the structure and management of a technology organization
All text (except our introduction and commentary) taken word-for-word from the 10 Faces of Innovation summary on IDEO's website dedicated to the book by Tom Kelly. http://www.tenfacesofinnovation.com/ We bought and loved the book and encourage you to do the same.
"If I hear one more 'we need to be more like Google' I might scream!" Typically, this means people want more creativity and innovation. But in a world where stakeholders are talking solutions and requirements, how do you get them to reframe their thinking to focus on problems and opportunities? How can creative thinking help people manage change and uncertainty? Championing the need for creativity – even in the most unlikely of places – this talk will give insight into the power that can be found in looking at things just a little bit differently.
Essential of Technology Entrep. & Innovation- Chapter two entrepreneurship a...Motaz Agamawi
In chapter two we are discussing the relation between entrepreneurship and innovation.
This course provide the students with a conceptual knowledge regarding the essentials for management practices of a technology-based organization, and the evolution of technology. The topics covered in this course would include: • Introduction to the concept of entrepreneurship. • What entrepreneurs do and their importance to economy • How to seize business opportunity; • Know the process of creativity and difference between invention and innovation • Know how innovation is important as a dimension of entrepreneurship • Critical factors in managing technology; including • The Time Factor (Osborn effect) • Technology Push and Market Pull • The S-Curve of Technology • Technology and Product Life Cycle • The Chain Equation of Technology Innovation • Price Knowledge Gape Relation • Difference between Entrepreneurship and Stewardship Management • Difference between technology leader and followers • Competition and Competitiveness Concepts. • The process of the technological innovation; • Who are the customers; and • How to optimize cost and find finance for your projects • Demonstrate the importance of business plan, including the marketing and financial plans and how to prepare it. • Know the structure and management of a technology organization
In February I spent one week with 25 students from different disciplines at European institute of Design in Rome, (IED Rome University). Every year the university holds the event called IED Factory where a cross-pollination of skills and backgrounds mingle to boost creativity, diversity and collaboration. Twelve workshops take place and the students are bound to deliver a final project after an intense week of activities. I designed the workshop to introduce the Design Thinking approach and to instill creative confidence. Visual Communication, Fashion Designers, Fashion Stylist, Photography, Animation, Jewellery Design are the different areas where the participants came from.
The following are my findings.
What’s the problem? Create trust and serendipity.
At the outset my approach was to build up the atmosphere of one spine of 25 designers. In the first two sessions I tried to instill the design thinking skill set: observations, empathy, trust and collaboration. Then I set up 5 teams and showed them three challenges in Sustainability, Transport and Health & Food.
A culture of innovation.
As soon as the participants begun to perceive the sense of purpose, the edge of ‘Familiar vs Unfamiliar’ using storytelling, the Design Thinking methodology is a toolkit that implies a culture of risk, trust and failure. It creates scenarios of use, provokes and inspires alternatives.
The projects…? No, it’s the path, it's the discovery.
People are creative. Yes, they are indeed. In few days they went through ‘discover, ideation and prototype’ phases delivering an app and website for ‘Health & Food’, two ‘Educational rubbish bin’ for Sustainability, a thematic bus. Well, they did not find any investors. They adopted the mindset to show themselves things to explore, test and learn. The video below shows an example.
From the idea of design object to think instead designing behaviours.
First I needed to understand why I was going to do the workshop and what was the gap I could support as facilitator. The plan was to create contents, activities and my approach based on a design for knowledge, skills and motivation. So I focused on those scenarios rather than a design for habits, communication and environment.
Designers design their way through the problem
Once the participants start learning by doing, they also trust the process and forge their own way to go through. Eventually the thorny issues such as get people talking in the streets, reframe questions and create a storyboard helped them to see new opportunities. Then they transformed data into actionable ideas. However, as facilitator you are a designer as well. Therefore you also design your way through the problem with them.
Lesson Learnt
By focusing on creating a challenging context you might be able to offset the pressure to provide all the interactions; let the learners interact with each other. In terms of content, it is less than you think it is.
Without change there is no innovation, creativity, or incentive for improvement. Those who initiate change will have a better opportunity to manage the change that is inevitable.
We are proud to announce our twenty-seventh Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
The purpose is to explore the opportunity to embed the Human‐Centred Design in business models culture. It aims to embody nimble business mind-‐sets to equip the organizations with the understanding of customer needs as a real competitive advantage.
Design Thinking creates a high quality bond of engagement and loyalty between the company and employees. The open‐minded discovery process in the Design Thinking can be a strategic landscape where learning environment and innovation thrive.
Understanding the customer through the use of empathy and to nourish the co‐creation process are the lenses to create a design-‐driven culture. This also implies a learning driven culture with the ability to reframe business challenges to solve customers’ problems.
Trio of Trouble - Design Thinking, Lean, and AgileJonny Schneider
First presented at Agile Australia, June 2017.
Which way is right? They all are. This talk untangles what these movements, mindsets, and approaches mean, and helps teams and leaders to choose the right bits at the right times, and bring it all together into one big happy collaboration.
Kick-Starting Creativity for AAF Rio Grande ValleyJoe Fournet
A presentation of various tips on creative thinking and approaches to enhance one's creative atmosphere and attitude. It's silly, serious, fun and, most importantly, doable.
Design Thinking: Finding Problems Worth Solving In HealthAdam Connor
Ideas for new devices and services can come from anywhere. But great ideas come from aligning solutions with real value and desirability for people. Design thinking provides a set of principles and structure that can act as scaffolding for teams to find and understand challenges and opportunities to focus on fan find solutions for.
In February I spent one week with 25 students from different disciplines at European institute of Design in Rome, (IED Rome University). Every year the university holds the event called IED Factory where a cross-pollination of skills and backgrounds mingle to boost creativity, diversity and collaboration. Twelve workshops take place and the students are bound to deliver a final project after an intense week of activities. I designed the workshop to introduce the Design Thinking approach and to instill creative confidence. Visual Communication, Fashion Designers, Fashion Stylist, Photography, Animation, Jewellery Design are the different areas where the participants came from.
The following are my findings.
What’s the problem? Create trust and serendipity.
At the outset my approach was to build up the atmosphere of one spine of 25 designers. In the first two sessions I tried to instill the design thinking skill set: observations, empathy, trust and collaboration. Then I set up 5 teams and showed them three challenges in Sustainability, Transport and Health & Food.
A culture of innovation.
As soon as the participants begun to perceive the sense of purpose, the edge of ‘Familiar vs Unfamiliar’ using storytelling, the Design Thinking methodology is a toolkit that implies a culture of risk, trust and failure. It creates scenarios of use, provokes and inspires alternatives.
The projects…? No, it’s the path, it's the discovery.
People are creative. Yes, they are indeed. In few days they went through ‘discover, ideation and prototype’ phases delivering an app and website for ‘Health & Food’, two ‘Educational rubbish bin’ for Sustainability, a thematic bus. Well, they did not find any investors. They adopted the mindset to show themselves things to explore, test and learn. The video below shows an example.
From the idea of design object to think instead designing behaviours.
First I needed to understand why I was going to do the workshop and what was the gap I could support as facilitator. The plan was to create contents, activities and my approach based on a design for knowledge, skills and motivation. So I focused on those scenarios rather than a design for habits, communication and environment.
Designers design their way through the problem
Once the participants start learning by doing, they also trust the process and forge their own way to go through. Eventually the thorny issues such as get people talking in the streets, reframe questions and create a storyboard helped them to see new opportunities. Then they transformed data into actionable ideas. However, as facilitator you are a designer as well. Therefore you also design your way through the problem with them.
Lesson Learnt
By focusing on creating a challenging context you might be able to offset the pressure to provide all the interactions; let the learners interact with each other. In terms of content, it is less than you think it is.
Without change there is no innovation, creativity, or incentive for improvement. Those who initiate change will have a better opportunity to manage the change that is inevitable.
We are proud to announce our twenty-seventh Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
The purpose is to explore the opportunity to embed the Human‐Centred Design in business models culture. It aims to embody nimble business mind-‐sets to equip the organizations with the understanding of customer needs as a real competitive advantage.
Design Thinking creates a high quality bond of engagement and loyalty between the company and employees. The open‐minded discovery process in the Design Thinking can be a strategic landscape where learning environment and innovation thrive.
Understanding the customer through the use of empathy and to nourish the co‐creation process are the lenses to create a design-‐driven culture. This also implies a learning driven culture with the ability to reframe business challenges to solve customers’ problems.
Trio of Trouble - Design Thinking, Lean, and AgileJonny Schneider
First presented at Agile Australia, June 2017.
Which way is right? They all are. This talk untangles what these movements, mindsets, and approaches mean, and helps teams and leaders to choose the right bits at the right times, and bring it all together into one big happy collaboration.
Kick-Starting Creativity for AAF Rio Grande ValleyJoe Fournet
A presentation of various tips on creative thinking and approaches to enhance one's creative atmosphere and attitude. It's silly, serious, fun and, most importantly, doable.
Design Thinking: Finding Problems Worth Solving In HealthAdam Connor
Ideas for new devices and services can come from anywhere. But great ideas come from aligning solutions with real value and desirability for people. Design thinking provides a set of principles and structure that can act as scaffolding for teams to find and understand challenges and opportunities to focus on fan find solutions for.
To thrive in today’s dynamic and unpredictable business environment we need novel ways of doing things, whatever the economic climate. So in an age when traditional skills can be outsourced or automated, creative thinking skills are highly sought after.
We train and develop employees at all levels to think creatively and solve problems. We do this by helping them understand their creative strengths and take new approaches to business issues. Often this involves a significant degree of change – unlearning existing ways of working to adopt a more flexible, curious approach.
To ensure these new skills and behaviours are fully utilised and recognised, we also help organisations integrate innovation-friendly working practices into corporate HR policy. This includes how to promote and reward creative thinking, how to integrate this into appraisals and performance reviews, and how to recruit for innovation.
30 • Rotman Magazine SpringSummer 2006There is growing r.docxtamicawaysmith
30 • Rotman Magazine Spring/Summer 2006
There is growing recognition that fostering
a culture of innovation is critical to success,
as important as mapping out competitive
strategies or maintaining good margins. A
recent Boston Consulting Group sur-
vey covering nearly 50 countries and all
sorts of businesses reported that nine out of
ten senior executives believe generating
growth through innovation is essential for
success in their industry. Having optimized
operations and finances, many companies
are now recognizing that growth through
innovation is their best strategy to compete
in a world marketplace in which some of
the players may have lower-cost resources.
Whether you sell consumer electronics or
financial services, the frequency with
which you must innovate and replenish
your offerings is rapidly increasing.
The ten innovation personas described
here are not necessarily the most powerful
people you will ever meet; they don’t have
to be, because each persona brings its own
tools, its own skills, its own point of view. In
a post-disciplinary world where the old
descriptors can be constraining, these new
roles can empower a new generation of inno-
vators. They give individuals permission to
make their own unique contribution to the
social ecology and performance of the team.
Make sure these ten personas have a
place in your organization. Together you
can do extraordinary things.
The Learning Personas
The first three personas are driven by
the idea that no matter how successful a
company currently is, no one can afford to
be complacent.
1. The Anthropologist brings new learning
and insights into the organization by
observing human behaviour and developing
a deep understanding of how people inter-
act physically and emotionally with
products, services, and spaces. Anthropolo-
gists practice the Zen principle of
‘beginner’s mind’. Even with extensive
educational backgrounds and lots of expe-
rience in the field, these people seem
unusually willing to set aside what they
‘know’, looking past tradition and even
their own preconceived notions.
If you want fresh and insightful obser-
vations, you have to be innovative about
where and how you collect those observa-
tions. For instance, let’s say you want to
gain insight into improving a patient’s expe-
rience in a busy hospital. Ask the doctors or
nurses? Talk to lots of patients? Circulate a
thoughtfully prepared survey? All of these
approaches sound reasonable, but IDEO’s
Roshi Gvechi opted for a more radical
The right project at the right time can spark a culture of
innovation that takes on a life of its own. Here are ten
types of innovators that can make it happen.
by Tom Kelley
ROT022
Rotman Magazine Spring/Summer 2006 • 31
technique. Roshi, who has a background in
film and new media, decided to bring a
video camera right into the hospital room.
With the permission of the patient and hos-
pital staff, she and her camera essentially
moved in with a woman undergoing hip-
...
"Field Guide to Human-Centered Design: A Practical Handbook for Innovative So...Freelance, self-employed
Dive into the world of innovation with our comprehensive "Field Guide to Human-Centered Design." This handbook serves as a practical and invaluable resource for individuals and teams eager to embrace a human-centric approach in their creative processes. Explore actionable insights, methodologies, and case studies that demystify the principles of human-centered design, empowering you to create solutions that truly resonate with the needs and aspirations of your audience. Whether you're a seasoned professional or a newcomer to design thinking, this guide equips you with the tools and mindset to revolutionize your approach and deliver solutions that make a meaningful impact. Embark on a transformative journey of ideation, prototyping, and iteration, guided by the principles of empathy, collaboration, and innovation.
IDEO - Field Guide To Human Centered Designprojectoxygen
n April 2015, IDEO.org launched an exciting new evolution of the HCD Toolkit the Field Guide to Human-Centered Design. The Field Guide is the latest in IDEO.org’s suite of teaching tools and a step forward in sharing the practice and promise of human-centered design with the social sector.
Final cycles overview jan 2019 with toolkitBryan Cassady
Scaling up is hard and deadly if done wrong. We would like to help you get it right.
This presentation introduces the ABCs method of innovation and provides toolkits you could use to grow fast while reducing riks
Details
A study by Startup Genome analyzed the results of 3,200 start-ups, they found that of the majority of start-ups failed. That shouldn’t come as a surprise to anyone. What is more important is they found, 70% failed because of premature or faulty scaling.
In this workshop, you learn about the ABCs method. The ABCs method is a system-based approach to growing your business. It has been proven to build ideas up to 6x faster while reducing risks 30-80%.
2012 Innovation Workshop - Seeing What is Next in HealthcareLeAnna J. Carey
My Innovation Workshop 2012 in San Francisco
Does your leadership team have a commitment to and investment in innovation?
How is it expressed? Is there a vision or a roadmap?
Where are the greatest opportunities for growth or biggest pain points that innovation could address?
What kind or organizational infrastructure supports your innovation agenda?
We are proud to announce our twenty-sixth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
本文件是源自於Acumen+網站上的MOOCs課程「設計工具組:以人為本設計的課程(Design Kit: The Course for Human-Centered Design)」第一週課程講義 ( https://novoed.com/design-kit-q2-2015/home ),歡迎與我聯絡討論設計思考,文中翻譯有建議也請不吝告知,謝謝。
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39. He is a business consultant, author,
and public speaker who is globally
recognized as an expert on
innovation, design thinking,
organization design, and related
business topics.
He received the “Delbert J. Duncan
citation as the year’s Top Marketing
Scholar.
He earned an MBA in 1983 at Haas
School of Business at the University of
California.
The Author
Tom Kelley
42. The Learning Personas
Personas are driven by the idea that no matter how successful a
company is, no one can afford to be complacent.
Today’s great idea may be tomorrow’s anachronism.
The learning roles remind the organization not to be smug about
what you “know”.
People who adopt the learning roles are humble enough to question
their own worldview, they are open to new insights everyday.
45. This is the person who ventures into the field to observe how
people interact with products, services, and experiences in order to
come up with new innovations.
The Anthropologist is extremely good at reframing a problem in a
new way, humanizing the scientific method to apply it to daily life.
Anthropologists share such distinguishing characteristics as the
wisdom to observe with a truly open mind; empathy; intuition; the
ability to "see" things that have gone unnoticed; a tendency to
keep running lists of innovative concepts worth emulating and
problems that need solving; and a way of seeking inspiration in
unusual places.
47. .
The Experimenter celebrates the process, not the tool,
testing and retesting potential scenarios to make ideas
tangible.
A calculated risk-taker, this person models everything
from products to services to proposals in order to
efficiently reach a solution.
To share the fun of discovery, the Experimenter invites
others to collaborate, while making sure that the entire
process is saving time and money
49. The Cross-Pollinator draws associations and connections
between seemingly unrelated ideas or concepts to break
new ground.
Armed with a wide set of interests, an avid curiosity,
and an aptitude for learning and teaching, the Cross-
Pollinator brings in big ideas from the outside world to
enliven their organization.
People in this role can often be identified
by their open mindedness, diligent note-taking,
tendency to think in metaphors, and ability to
reap inspiration from constraints.
51. The Organizing Personas
Individuals who are savvy about the process of organization.
Ideas should speak for themselves.
Ideas must continuously compete for time, attention, and
resources.
Adopt process of budget and resource allocation as “politics” or
“red tape.”
They recognize it as a complex game of chess, and they play to win.
54. The Hurdler is a tireless problem-solver who gets a
charge out of tackling something that's never been done
before.
When confronted with a challenge, the Hurdler
gracefully sidesteps the obstacle while maintaining a
quiet, positive determination.
This optimism and perseverance can help big ideas
upend the status quo as well as turn setbacks into an
organization's greatest successes—despite doomsday
forecasting by shortsighted experts.
56. The Collaborator is the rare person who truly values the
team over the individual.
In the interest of getting things done, the Collaborator
coaxes people out of their work silos to form
multidisciplinary teams.
In doing so, the person in this role dissolves traditional
boundaries within organizations and creates
opportunities for team members to assume new roles.
More of a coach than a boss, the Collaborator instills
their team with the confidence and skills needed to
complete the shared journey.
58. The Director has an acute understanding of the bigger
picture, with a firm grasp on the pulse of their
organization.
Subsequently, the Director is talented at setting the
stage, targeting opportunities, bringing out the best in
their players, and getting things done.
Through empowerment and inspiration, the person in
this role motivates those around them to take center
stage and embrace the unexpected
.
60. The Building Personas
These are personas that apply insights from the
learning roles and channels.
They impose empowerment from the organizing
roles to make innovation happen.
When people adopt the building personas, they
stamp their mark on the organization.
These people are highly visible.
63. The Experience Architect is that person relentlessly
focused on creating remarkable individual experiences.
This person facilitates positive encounters with your
organization through products, services, digital
interactions, spaces, or events.
Whether an architect or a sushi chef, the Experience
Architect maps out how to turn something ordinary into
something distinctive—even delightful—every chance
they get.
65. The Set Designer looks at every day as a chance to liven
up their workspace.
They promote energetic, inspired cultures by creating
work environments that celebrate the individual and
stimulate creativity.
The Set Designer makes adjustments to a physical space
to balance private and collaborative work opportunities
In doing so, this person makes space itself one of an
organization's most versatile and powerful tools.
67. The Storyteller captures our imagination with compelling
narratives of initiative, hard work, and innovation.
This person goes beyond oral tradition to work in
whatever medium best fits their skills and message:
video, narrative, animation, even comic strips.
By rooting their stories in authenticity, the Storyteller
can spark emotion and action, transmit values and
objectives, foster collaboration, create heroes, and lead
people and organizations into the future.
69. The Caregiver is the foundation of human-powered
innovation.
Through empathy, they work to understand each
individual customer and create a relationship.
Whether a nurse in a hospital, a salesperson in a retail
shop, or a teller at an international financial institution,
the Caregiver guides the client through the process to
provide them with a comfortable,
human-centered experience
71. Come Up With a Creative Actions You’ll
Contribute Based On Your Face of
Innovation Role.
By Yourself Quietly, Write as Many Ideas
You Can in 20 min.
Then Take 3 min Each to Share Your
3 Best Ideas with Your Team
72. Project Managers - Choose Your Top
3 Ideas from Your Team - Share Your
Innovation Face and Your Ideas
Craig Will Award 1-10 Points Based
Totally on His Biased Opinion
74. This is the person who ventures into the field to observe how
people interact with products, services, and experiences in order to
come up with new innovations.
The Anthropologist is extremely good at reframing a problem in a
new way, humanizing the scientific method to apply it to daily life.
Anthropologists share such distinguishing characteristics as the
wisdom to observe with a truly open mind; empathy; intuition; the
ability to "see" things that have gone unnoticed; a tendency to
keep running lists of innovative concepts worth emulating and
problems that need solving; and a way of seeking inspiration in
unusual places.
106. Idea Generation
Idea Assessment
and Evaluation
Development Commercialization
The Innovation Funnel:
For every 1,000 new ideas, 100 have potential, 10 get developed,
and 1 becomes a success!
The Innovation Funnel
107. Ideas and Creativity are the Raw Materials
of Innovation
But Few People Have Ever Attended a Creative
Thinking or Innovation Course
Brainstorming is the One Method Most Mentioned
But There are Many, Many More Thinking Systems:
Edward de Bono’s 6 Thinking Hats, Lateral Thinking
Metaphorical Thinking, SCAMPER, TRIZ
108. Bake Your Innovation Cake
Preheat the Oven
Gather Your Ingredients
Measure & Mix
Bake
Icing
127. Can You Answer These 5 Q’s?
What is your winning aspiration?
Where will you play?
How will you win?
What capabilities must be in place?
What management systems are required?