Presentation of the manuscript Mejia, J.R., Hultink, E.J., Pasman, G., Stappers, P.J. (2016). Concept Cars as a design-led futures technique. Proceedings of the 23rd Innovation and product development management conference, Glasgow.
Presentation Cross-innovation... the Amsterdam perspective...Xinnovate
Cross Innovation experts meeting in Amsterdam (September 17, 2012). Cross-innovation... the Amsterdam perspective... by Dr. Patrick van der Duin, Delft University of Technology.
Presentation Cross-innovation... the Amsterdam perspective...Xinnovate
Cross Innovation experts meeting in Amsterdam (September 17, 2012). Cross-innovation... the Amsterdam perspective... by Dr. Patrick van der Duin, Delft University of Technology.
Colombia has been transformed into the third country with the best business environment in L.A.; however, investment in Research, Development, and Innovation is only 0,2% of the Gross Domestic Product. Taking into account that 98% of the Colombian enterprises are Small and Medium-sized Enterprises (SMEs), from which 5% invest only 2% of its annual budget in design, the National Industrial Design Program (MinCIT) saw the need to develop the Integral Design Tutoring Model. The model makes a bet for empathy and emotional intimacy as tools to transfer the necessary knowledge so that the local businessperson develops an innovation culture based on design thinking. To test the model, the Integral Design Tutoring Project was developed as a pilot. This four months project allowed an interdisciplinary team, conducted by designers, to accompany twenty SMEs. Through a process developed in three stages it was possible to prove that, through empathy and emotional intimacy, one can achieve knowledge transfer to business people and their organizations in an effective, efficient and fruitful way. This knowledge transfer allows the enterprise to develop human-centered design processes in a systematic, independent and autonomous way.
DISEÑO SIN FRONTERAS, Departamento de Diseño, Universidad Iberoamericana Ciud...Ricardo Mejia Sarmiento
El diseño industrial y estratégico como clave de la innovación social en las crisis humanitarias, caso Haití.— 91
De: Sara Ibarra Vargas, Gustavo Ortega Ospina y Javier Ricardo Mejía Sarmiento
Mas información online en: http://jrms.pktweb.com/?p=1286
Integral Design Tutoring Model as a Knowledge Transfer Strategy for SMEs in C...Ricardo Mejia Sarmiento
Mejia, J.R. (IO-ID-DCC Design Conceptualization and Communication), Jimenez, J.E., & Chavarria, D. (2014). Integral Design Tutoring Model as a Knowledge Transfer Strategy for SMEs in Colombia. In Salamanca, J... [et al.]. Proceedings of The colors of care: 9th International Conference on Design & Emotion -- Bogotá: Universidad de los Andes, Facultad de Arquitectura y Diseño, Ediciones Uniandes.
100%Open is dedicated to open innovation. We have the specialist know-how that makes innovating with partners more successful. Our clients profit from better new products delivered quicker and more efficiently.
Social media roles in crowdsourcing innovation tasks in B2B-relationshipsJari Jussila
Social media roles in crowdsourcing innovation tasks in B2B-relationships presentation at ISPIM 2013 conference in Helsinki. Co-authors Hannu Kärkkäinen and Jani Multasuo.
Companies are increasingly launching to learn. Companies such as GE are increasingly prototyping products in order to test them in the marketplace. AirBNB and Uber completely changed their business models after they launched based on consumer reception. This model of beta testing, popularized by companies like Microsoft and Google, is becoming the new norm in consumer products and services. Nicholas discusses how your company or your startup can learn from these organizations, and bring products to market more rapidly and constructively.
Full Program & Tools to Accelerate an Internal Innovation Project - by Board ...Board of Innovation
By Board of Innovation (www.boardofinnovation.com) -
Full program & tools available. A step by step approach to accelerate an internal innovation project in your company.
Strategic Design Management (Evolution of Design in Skoda Auto)Kapil Rajput
Designing has huge importance in today’s scenario. Branding is important tool which decide success of any enterprise, if it is not done with proper care and planning. In a highly customized marketplace, differentiation - how one product stands out from a similar product or service allows customers to make a distinction between competing services. Different organizations will often choose to focus their offers on distinctive qualities of brand attributes
Colombia has been transformed into the third country with the best business environment in L.A.; however, investment in Research, Development, and Innovation is only 0,2% of the Gross Domestic Product. Taking into account that 98% of the Colombian enterprises are Small and Medium-sized Enterprises (SMEs), from which 5% invest only 2% of its annual budget in design, the National Industrial Design Program (MinCIT) saw the need to develop the Integral Design Tutoring Model. The model makes a bet for empathy and emotional intimacy as tools to transfer the necessary knowledge so that the local businessperson develops an innovation culture based on design thinking. To test the model, the Integral Design Tutoring Project was developed as a pilot. This four months project allowed an interdisciplinary team, conducted by designers, to accompany twenty SMEs. Through a process developed in three stages it was possible to prove that, through empathy and emotional intimacy, one can achieve knowledge transfer to business people and their organizations in an effective, efficient and fruitful way. This knowledge transfer allows the enterprise to develop human-centered design processes in a systematic, independent and autonomous way.
DISEÑO SIN FRONTERAS, Departamento de Diseño, Universidad Iberoamericana Ciud...Ricardo Mejia Sarmiento
El diseño industrial y estratégico como clave de la innovación social en las crisis humanitarias, caso Haití.— 91
De: Sara Ibarra Vargas, Gustavo Ortega Ospina y Javier Ricardo Mejía Sarmiento
Mas información online en: http://jrms.pktweb.com/?p=1286
Integral Design Tutoring Model as a Knowledge Transfer Strategy for SMEs in C...Ricardo Mejia Sarmiento
Mejia, J.R. (IO-ID-DCC Design Conceptualization and Communication), Jimenez, J.E., & Chavarria, D. (2014). Integral Design Tutoring Model as a Knowledge Transfer Strategy for SMEs in Colombia. In Salamanca, J... [et al.]. Proceedings of The colors of care: 9th International Conference on Design & Emotion -- Bogotá: Universidad de los Andes, Facultad de Arquitectura y Diseño, Ediciones Uniandes.
100%Open is dedicated to open innovation. We have the specialist know-how that makes innovating with partners more successful. Our clients profit from better new products delivered quicker and more efficiently.
Social media roles in crowdsourcing innovation tasks in B2B-relationshipsJari Jussila
Social media roles in crowdsourcing innovation tasks in B2B-relationships presentation at ISPIM 2013 conference in Helsinki. Co-authors Hannu Kärkkäinen and Jani Multasuo.
Companies are increasingly launching to learn. Companies such as GE are increasingly prototyping products in order to test them in the marketplace. AirBNB and Uber completely changed their business models after they launched based on consumer reception. This model of beta testing, popularized by companies like Microsoft and Google, is becoming the new norm in consumer products and services. Nicholas discusses how your company or your startup can learn from these organizations, and bring products to market more rapidly and constructively.
Full Program & Tools to Accelerate an Internal Innovation Project - by Board ...Board of Innovation
By Board of Innovation (www.boardofinnovation.com) -
Full program & tools available. A step by step approach to accelerate an internal innovation project in your company.
Strategic Design Management (Evolution of Design in Skoda Auto)Kapil Rajput
Designing has huge importance in today’s scenario. Branding is important tool which decide success of any enterprise, if it is not done with proper care and planning. In a highly customized marketplace, differentiation - how one product stands out from a similar product or service allows customers to make a distinction between competing services. Different organizations will often choose to focus their offers on distinctive qualities of brand attributes
Being a successful thought-leader when managing new or exciting technological...Matteo Vicini
▪ Select and represent valuable Management, Technology and Innovation data in a Graphical User Interface (dashboard).
▪ Produce a design brief demonstrating the full development stages of a digital dashboard for decision makers to visual data.
▪ Communicate complex data through a Graphical User Interface (GUI) demonstrating solid methodology, rationale and strategy for selecting the most appropriate tools.
▪ Mine and cherry-pick data to select an organisation (as a case study) on which articulating the concept dashboard.
Last call: FUTURES, STRATEGIC DESIGN & INNOVATION, 23-26 October
(www.idefe.pt/cursos/fsdi
- Help people and organizations to develop the capacity to anticipate trends and explore scenarios and how this can improve your approach to strategy and innovation processes.
- Give firsthand access to the "SCANNING, SENSING AND ACTING" framework, used to anticipate and explore the future, identify new opportunities and build innovative strategies to solve strategic challenges.
- Create and embed a Future strategy and culture in your organization.
- Skills and Tools to become a Chief Futurist Officer or Future Manager.
- Understand and explore emergent and exponential technologies, its global challenges and opportunities.
- Identify critical uncertainties and build Strategic Scenarios.
- Improve strategy making and review how your organization carries out scenario work Analysis of impacts, threats and opportunities for the business.
- Understand the value and impact of Design to business strategy, differentiation and competitive advantage.
- Exploration of Design Thinking and Strategic Design tools to move from consumer and market insight to actionable solutions.
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Guía Taller 2. Desarrollo de ejercicios sobre diseño de estrategias de uso de...Ricardo Mejia Sarmiento
Presentación taller 2 del programa de “Formación de Formadores en la gestión efectiva de los activos de la propiedad intelectual en las micro, pequeñas y medianas empresas (MIPYMEs)”. por Javier Ricardo Mejia Sarmiento. Organización Mundial de la Propiedad Intelectual (OMPI) y el Instituto Nacional de la Propiedad Industrial (INPI) de Argentina, Buenos Aires, Agosto, 2015.
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Presentación jornada 2 del programa de “Formación de Formadores en la gestión efectiva de los activos de la propiedad intelectual en las micro, pequeñas y medianas empresas (MIPYMEs)”. por Javier Ricardo Mejia Sarmiento. Organización Mundial de la Propiedad Intelectual (OMPI) y el Instituto Nacional de la Propiedad Industrial (INPI) de Argentina, Buenos Aires, Agosto, 2015.
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El diseño industrial y estratégico como clave de la innovación social en las ...Ricardo Mejia Sarmiento
Este documento tiene por objeto explicar una de las
muchas formas en la que los diseñadores industriales y
estratégicos tienen la capacidad -en un trabajo conjunto
con gobiernos, ONGs1 y empresas privadas- de formular
planes estratégicos, que incluyen el planteamiento
de programas específicos y el desarrollo de proyectos
(diseñando productos-servicios) dando así soluciones
innovadoras para las crisis humanitarias.
Teniendo en cuenta el panorama general en Haití después
del 12 de enero de 2010, los estudiantes de la asignatura
“Diseño y Organización” del Departamento de Diseño
Industrial de la Universidad Nacional de Colombia-Sede
Palmira realizaron un mapeo del contexto que hace posible
la formulación del Plan “Haití 2010” planteado a través
de tres programas (vivienda, educación y transporte), en
nueve proyectos interpretados por grupos de trabajo de
tres estudiantes y que podrán ser implementados en el
corto, mediano y largo plazo respondiendo a los Objetivos
de Desarrollo del Nuevo Milenio formulados por la
Organización de la Naciones Unidas. El texto concluye
con la presentación de tres proyectos-conclusiones,
a modo de casos de estudio. Cada uno de ellos en un
plazo y programa distintos, que exponen soluciones
concretas a esta crisis humanitaria en particular
demostrando el rol del diseño en estas coyunturas.
White wonder, Work developed by Eva TschoppMansi Shah
White Wonder by Eva Tschopp
A tale about our culture around the use of fertilizers and pesticides visiting small farms around Ahmedabad in Matar and Shilaj.
Visual Style and Aesthetics: Basics of Visual Design
Visual Design for Enterprise Applications
Range of Visual Styles.
Mobile Interfaces:
Challenges and Opportunities of Mobile Design
Approach to Mobile Design
Patterns
Fonts play a crucial role in both User Interface (UI) and User Experience (UX) design. They affect readability, accessibility, aesthetics, and overall user perception.
4. 4
Because they need to
be aware of the changes in
- the business environment
- the behaviors of customers, competitors,
and suppliers.
(Van der Duin, 2006)
5. 5
FUTURES STUDIES
The techniques guiding those explorations are named futures studies, which
Hines (2016) describes as modes of thinking, mapping and influencing the
future.
6. 6
2
Making plans and communicating
those plans
3
Learning from this experience
1
Identifying opportunities and risks
These techniques help companies
8. 8
MAPPING FUTURES
STUDIES TECHNIQUES
●
Thinking first, which is a verbal approach that
relies on facts.
●
Seeing first that is visual and based on ideas.
●
Doing first, which is visceral and based on
experiences.
THREE APPROACHES TO MAKING DECISIONS
(Mintzberg & Westley, 2001)
11. 11
e.g. TECHNOLOGY
ROADMAPING
Technology road-mapping is “a process to think and
analyze the market, product, and technology conditions [to]
elaborate on a plan” (Simonse, Buijs and Hultink, 2015).
Albright and Kappel (2003)
13. 13
However, managerial
techniques have some limitations
- Top-down processes
- Involve only top-managers
- Resource and time-consuming
- Complex and abstract outcomes
- Difficult to communicate and
implement
14. 14
DESIGN-LED
FUTURES STUDIES
- Intuitive and action oriented.
- Have a strong emphasis on communication.
- Integrate the Three approaches to making
decisions (Sanders & Stappers, 2012).
DESIGN-LED FUTURES TECHNIQUES
15. 15
e.g. DESIGN
FICTIONS
Design Fictions is a technique to develop “micro futures-
studies [that focus] on the everyday life, its short-term
evolutions, and the standard objects or services that might
fill these possible futures” (Girardin, 2015)
Superflux (2014)
16. 16
e.g. CONCEPT
CARS
This Concept Car was defined as “the first car built by a
mass manufacturer for the sole purpose of determining the
public's reaction to the new ideas” (Edsall, 2003).
It turned the company from an engineering-oriented
organization into a design-oriented one.
Buick Y-Job, designed in 1938 by Harley Earl.
17. 17
Although Concept Cars are broadly recognized
as an interesting phenomenon, little academic
work has been conducted on them.
Innovation Management &
Futures Studies
18. 18
CONCEPT CARS AS
BRANDING EXERCISES
- Concept Cars create a brand identity within the
company, and outside they enhance the brand
image (Roscam Abbing, 2010).
- Concept Cars present and visualize the
company’s visions of future design and technology
trends (Backman and Börjesson, 2006).
- Concept Cars establish coherent and unified
design outputs of the different ideas and products
lines (Evans, 2011).
19. 19
CONCEPT CARS, THE
DESIGN PROCESS
- The process of designing a Concept Car is much
shorter that a commercial car (Berlitz and Huhn,
2005).
- It focuses on communication. The company
presents the Concept Car at a motor show to the
media: newspapers, TV, and radio (Lv & Lu, 2012),
experts and customers (Berlitz & Huhn, 2005),
and the general public.
20. 20
This paper aims to add to the literature on
Innovation Management by uncovering the
key features that distinguish Concept Cars as
a futures technique.
21. 21
SAY
Te n s e m i - s t r u c t u r e d
interviews with experts in
-automotive- design.
Purpose, Outcomes, and
Process.
MIXED METHOD
23. 23
MIXED METHOD
MAKE
A multiple-case analysis to
compare three prototypical
examples of the different
types of Concept Cars.
Purpose, Outcomes, and
Process.
27. 27
DISCUSSION
More than beautiful show cars, Concept Cars are used to study, map, and envision -an
image of- the future.
This vision moves from the future back to the present and supports companies* in
making decisions and mapping innovation.
* Automotive manufacturers
Suppliers
Car design agencies
28. 28
DISCUSSION
Managerial futures techniques are confidential maps for the future of innovation,
which follow a thinking-first process and end in abstract outcome that targets
specialized audience…
&
Concept Cars
focus on (1) innovation and communication,
following (2) a design-led process
and ending in (3) an open, striking and experienceable outcome.
29. 29
INNOVATION
Concept Cars increase the innovation capabilities:
- Companies foresee the future exploring a plausible
and preferable future.
- Companies experiment with technologies and explore
design languages.
COMMUNICATION
- Companies share a concrete image of the future that is
easy to understand for a broad audience*.
- Stimulates conversations that generate ideas about
the company’s future at different levels**.
- Different people, inside and outside the company,
align their agendas.
*Internal (workers, & suppliers) &
External (media & general public).
**Company’s strategy, its products, etc.
Concept Cars focus on innovation & communication
30. 30
A hands-on technique that embrace thinking, seeing, and
doing approaches to making decisions.
- [Research] Designers investigate and analyze context
factors.
- [Visual synthesis] Designers make sketches and
illustrations to produce ideas about the concept and the
context.
- [Prototyping] Designers make prototypes at different
scales and resolutions, sharing the idea with others.
- [Storytelling] Designers create a narrative to
communicate the artifact through videos and other
materials.
All these activities are necessary to experiment
simultaneously with technology and styling.
Concept Cars follow a design-led process
31. 31
CONCEPT CARS & ALTERNATIVE FUTURES
THE FUTURE CONE ADAPTED BY VOROS (2001) FROM HENCHEY (1978)
32. 32
SHORT-TERM CONCEPT CARS
Are made to announce and incorporate modifications into specific commercial
vehicles, which are launched one year after the concepts are presented. The concepts
examine probable futures, extrapolating the current trends and knowledge into a new
car model.
33. 33
MEDIUM-TERM CONCEPT CARS
Are designed to inspire the addition of new categories of automobiles, which could be
developed between five to ten years after the concepts are presented. These concepts
push the boundaries between the probable and the plausible future, incorporating
current knowledge and present and new trends.
34. 34
LONG-TERM CONCEPT CARS (VISION CONCEPTS)
Are produced to experiment with cars that are built from scratch, exploring at least
fifteen years ahead. These concepts propose new styling, ahead from the lines of the
current production vehicles, and investigate novel technologies, even some of them
that are not necessarily proved. They are linked to the preferable future. It is selected
based on the values of the brand and its strategic projections.
35. 35
CONCEPT CARS
AS OUTCOMES
Concept Cars are “tangible and materialized futures” that
are easy to understand for the majority of people.
The artifacts are embodied by:
- Full-size prototypes that enable people to experience
the car as real as possible.
- Supporting materials (texts, visuals, and videos) that
present the interaction between users and the car in a
-future- contexts.
36. 36
CONCEPT CARS
AS OUTCOMES
These -physical and narrative- manifestations of a fake
-futuristic- vehicle, are designed to attract and evoke
emotions in diverse people.
37. 37
CONCEPT CARS
LIMITATIONS
It is a resource intensive technique
(team, money, and time).
It presents a singular outcome,
hiding the opportunities offered by
other futures.
38. 38
TAKE AWAY MESSAGE
Innovation managers can use
Concept Cars as an alternative futures technique or as a ‘vehicle’ to complement other futures method.
Concept Cars can strengthen the innovation in diverse companies regardless of whether they are in other
branches of the industry or whether they are in B2B or B2C businesses.
-----
- It is a design-led futures technique that incorporate visual synthesis, prototyping, and storytelling.
- It ends in a concrete artifact presented as a tangible future through physical and narrative manifestations.
39. 39
NEXT
We will further investigate their design process to explore the way to use
Concept Cars in other branches of the industry.