This document provides an overview and explanation of 30 brain hacks or mind tricks to improve creativity. It is structured with odd pages showing a graphic description of each hack and even pages providing a deeper text explanation. Some of the brain hacks discussed include techniques for better teamwork like design thinking workshops, visualizing data through methods used by Toyota like the 5 whys, and innovating business models using tools such as the product innovation matrix and business model canvases. The goal is to provide concise and practical strategies to enhance creativity.
Put the key stakeholders in the same room with an unlimited modelling surface, and some tricks, and you'll end up not only with a viable model, but also with skeleton for continuous improvement.
The Complexity Curve: How to Design for Simplicity (SXSW, March 2012)Dave Hogue
Interfaces and devices are providing more and more power and functionality to people, and in many cases this additional power is accompanied by increasing complexity. Although people have more experience and are more sophisticated, it still takes time to learn new interfaces, information, and interactions. Although we are able to learn and use these often difficult interfaces, we increasingly seek and appreciate simplicity.
The Complexity Curve describes how a project moves from boundless opportunity and wonderful ideas to requirements checklists and constraints then finally (but only rarely) to simplicity and elegance. Where many projects call themselves complete when the necessary features have been included, few push forward and strive to deliver the pleasing and delightful experiences that arise from simplicity, focus, and purpose.
David M. Hogue, Ph.D. - VP of Experience Design, applied psychologist, and adjunct faculty member at San Francisco State University - introduces the Complexity Curve, discuss why our innovative ideas seem to fade over the course of a project, explain why "feature complete" is not the same as "optimal experience", and offer some methods for driving projects toward simplicity and elegance.
Comments on twitter at #SXsimplerUX
Audio available at:
http://schedule.sxsw.com/2012/events/event_IAP13657
These slides are from a 2 hour presentation called Design for Developers.
The goal of Design for Developers is to teach interface design as a set of rules: there are some good default values for a lot of design decisions that you should remember, there is a “scientific” way of approaching things like alignment, even though many designers will tell you it’s something you should “feel”.
Software design as a cooperative game with EventStormingAlberto Brandolini
You got the stickies and the paper roll, and possibly already run a large Big Picture workshop to highlight where the problem is. Now you're in a room with business, software and UX experts hungry for a solution.
How do you make the magic happen?
In this talk, we'll explore some strategies about how to deliver with collaborative modeling, and how to narrow the gap between stickies and working code.
Put the key stakeholders in the same room with an unlimited modelling surface, and some tricks, and you'll end up not only with a viable model, but also with skeleton for continuous improvement.
The Complexity Curve: How to Design for Simplicity (SXSW, March 2012)Dave Hogue
Interfaces and devices are providing more and more power and functionality to people, and in many cases this additional power is accompanied by increasing complexity. Although people have more experience and are more sophisticated, it still takes time to learn new interfaces, information, and interactions. Although we are able to learn and use these often difficult interfaces, we increasingly seek and appreciate simplicity.
The Complexity Curve describes how a project moves from boundless opportunity and wonderful ideas to requirements checklists and constraints then finally (but only rarely) to simplicity and elegance. Where many projects call themselves complete when the necessary features have been included, few push forward and strive to deliver the pleasing and delightful experiences that arise from simplicity, focus, and purpose.
David M. Hogue, Ph.D. - VP of Experience Design, applied psychologist, and adjunct faculty member at San Francisco State University - introduces the Complexity Curve, discuss why our innovative ideas seem to fade over the course of a project, explain why "feature complete" is not the same as "optimal experience", and offer some methods for driving projects toward simplicity and elegance.
Comments on twitter at #SXsimplerUX
Audio available at:
http://schedule.sxsw.com/2012/events/event_IAP13657
These slides are from a 2 hour presentation called Design for Developers.
The goal of Design for Developers is to teach interface design as a set of rules: there are some good default values for a lot of design decisions that you should remember, there is a “scientific” way of approaching things like alignment, even though many designers will tell you it’s something you should “feel”.
Software design as a cooperative game with EventStormingAlberto Brandolini
You got the stickies and the paper roll, and possibly already run a large Big Picture workshop to highlight where the problem is. Now you're in a room with business, software and UX experts hungry for a solution.
How do you make the magic happen?
In this talk, we'll explore some strategies about how to deliver with collaborative modeling, and how to narrow the gap between stickies and working code.
Lessons learned on collaborative modeling: how EventStorming survived, and helped us survive the pandemic. And how it evolved to support new collaboration paradigms.
Presented at NDC London (5th December 2014)
Ralph Johnson defined architecture as "the decisions that you wish you could get right early in a project, but that you are not necessarily more likely to get them right than any other". Given our inability to tell the future how can we design effectively for it? Much project management thinking is based on the elimination of uncertainty, and advice on software architecture and guidance for future-proofing code often revolves around adding complexity to embrace uncertainty. In most cases, this is exactly the opposite path to the one that should be taken.
The talk looks at how uncertainty, lack of knowledge and options can be used to partition and structure the code in a system.
Organisations and usually pretty bed when it comes to self diagnose their own problem and even worse when choosing a solution for the badly diagnosed problem.
Understanding the basic of complexity and system thinking can help a lot, providing foundations for a different mindset and a surprising solutions toolkit.
EventStorming was born as a massively in-person workshop to discover and model complex businesses and design event-driven software. But the old ways are no longer viable. After one year of experiments and discoveries in a forced-remote setting we know a lot more about what is still working and what is not.
What are machines learning? How might that impact design?Andreas Wolters
Machines have picked up astonishing skills: they beat us at chess and Go, they have learnt to pilot a drone or how to create oil paintings. These impressive feats are pushing the boundaries, they show us what is possible. But machines have picked up skills that are less noteworthy, but way more useful: they have learnt to understand what we say, they can figure out which series we might want to binge on next or how to write compelling news articles.
Machines have learnt many things that are finding their ways into digital products. In this talk, I will give a bird’s-eye view of these developments — and I’ll dare to make some predictions about how these might impact the way we design products.
I gave this talk in Zürich on the 31st of October 2019.
What happens when you have the luxury of leading software projects without trade-offs and you're a Domain-Driven Design fanatic? You start stretching DDD concepts until it hurts and make experiments un uncharted territory.
In this talk, we'll see a few unconventional approached to Context Mapping and what happens when you fully embrace CQRS and Small Aggregates as a modeling paradigm.
Slides of my Pecha Kucha short talk at #ALE14 in Krakow.
There's too much noise around software estimation, and one of the problem is that we try to use the same approach, when we're in practice estimating totally different things.
Using EventStorming to drill into domain modelling complexity: from the big picture into the design of aggregates, processes and read models. A different approach to enterprise software modelling.
Design Thinking Action Lab
Lecturer: Leticia Britos Cavagnaro: Ph.D., Deputy Director of the National Center for Engineering Pathways to Innovation (Epicenter), Stanford University
Women\'s Engineering Week Global Marathon presentation on 4 techniques for improving your creative problem solving skills - critical to engineering and science careers
A cross-industry inspiration set for brainstorms, new business development and strategy sessions. Note this a preview of what we make customised for our clients.
Created by Marc Heleven & Ramon Vullings - www.crossindustryinnovation.com/21ways
Can we write successful enterprise software without challenging assumptions? Agile doesn't happen in a vacuum. Here's what I discovered using EventStorming as a blade to cut through business, software and organisation dysfunctions. From XP2017 Cologne.
Innovation And How To Have Your Own Inhouse Creative Innovation TeamArindom Borah
Today, innovation has become a very common word. But how much do we know about it? How can we have our own corporate innovation team?
What links innovation and creativity besides rhetoric?
Presented at NDC London (5th December 2014)
How much should you rely on your IDE to govern your coding style? How many asserts should a test case have or not have? How much work should a constructor (not) do? How do you name your classes and other identifiers? How closed or open should your classes be? How do you lay out your code? These questions and others have standard answers based on received and repeated mantras, practices that are communicated in good faith to be passed on as habits. But how much reason supports these assertions? It turns out that the advice often fails, even for the novices they are intended to guide, or simply doesn't make sense.
This talk has little respect for ritual and tradition and takes no prisoners: What actually makes sense and what doesn't when it comes to matters of practice? What guidelines offer the greatest effect and the greatest learning?
Creativity isn't just for artists, musicians, writers, and designers. We all have the ability to be excellent creative thinkers. - https://www.milestechnologies.com
Lessons learned on collaborative modeling: how EventStorming survived, and helped us survive the pandemic. And how it evolved to support new collaboration paradigms.
Presented at NDC London (5th December 2014)
Ralph Johnson defined architecture as "the decisions that you wish you could get right early in a project, but that you are not necessarily more likely to get them right than any other". Given our inability to tell the future how can we design effectively for it? Much project management thinking is based on the elimination of uncertainty, and advice on software architecture and guidance for future-proofing code often revolves around adding complexity to embrace uncertainty. In most cases, this is exactly the opposite path to the one that should be taken.
The talk looks at how uncertainty, lack of knowledge and options can be used to partition and structure the code in a system.
Organisations and usually pretty bed when it comes to self diagnose their own problem and even worse when choosing a solution for the badly diagnosed problem.
Understanding the basic of complexity and system thinking can help a lot, providing foundations for a different mindset and a surprising solutions toolkit.
EventStorming was born as a massively in-person workshop to discover and model complex businesses and design event-driven software. But the old ways are no longer viable. After one year of experiments and discoveries in a forced-remote setting we know a lot more about what is still working and what is not.
What are machines learning? How might that impact design?Andreas Wolters
Machines have picked up astonishing skills: they beat us at chess and Go, they have learnt to pilot a drone or how to create oil paintings. These impressive feats are pushing the boundaries, they show us what is possible. But machines have picked up skills that are less noteworthy, but way more useful: they have learnt to understand what we say, they can figure out which series we might want to binge on next or how to write compelling news articles.
Machines have learnt many things that are finding their ways into digital products. In this talk, I will give a bird’s-eye view of these developments — and I’ll dare to make some predictions about how these might impact the way we design products.
I gave this talk in Zürich on the 31st of October 2019.
What happens when you have the luxury of leading software projects without trade-offs and you're a Domain-Driven Design fanatic? You start stretching DDD concepts until it hurts and make experiments un uncharted territory.
In this talk, we'll see a few unconventional approached to Context Mapping and what happens when you fully embrace CQRS and Small Aggregates as a modeling paradigm.
Slides of my Pecha Kucha short talk at #ALE14 in Krakow.
There's too much noise around software estimation, and one of the problem is that we try to use the same approach, when we're in practice estimating totally different things.
Using EventStorming to drill into domain modelling complexity: from the big picture into the design of aggregates, processes and read models. A different approach to enterprise software modelling.
Design Thinking Action Lab
Lecturer: Leticia Britos Cavagnaro: Ph.D., Deputy Director of the National Center for Engineering Pathways to Innovation (Epicenter), Stanford University
Women\'s Engineering Week Global Marathon presentation on 4 techniques for improving your creative problem solving skills - critical to engineering and science careers
A cross-industry inspiration set for brainstorms, new business development and strategy sessions. Note this a preview of what we make customised for our clients.
Created by Marc Heleven & Ramon Vullings - www.crossindustryinnovation.com/21ways
Can we write successful enterprise software without challenging assumptions? Agile doesn't happen in a vacuum. Here's what I discovered using EventStorming as a blade to cut through business, software and organisation dysfunctions. From XP2017 Cologne.
Innovation And How To Have Your Own Inhouse Creative Innovation TeamArindom Borah
Today, innovation has become a very common word. But how much do we know about it? How can we have our own corporate innovation team?
What links innovation and creativity besides rhetoric?
Presented at NDC London (5th December 2014)
How much should you rely on your IDE to govern your coding style? How many asserts should a test case have or not have? How much work should a constructor (not) do? How do you name your classes and other identifiers? How closed or open should your classes be? How do you lay out your code? These questions and others have standard answers based on received and repeated mantras, practices that are communicated in good faith to be passed on as habits. But how much reason supports these assertions? It turns out that the advice often fails, even for the novices they are intended to guide, or simply doesn't make sense.
This talk has little respect for ritual and tradition and takes no prisoners: What actually makes sense and what doesn't when it comes to matters of practice? What guidelines offer the greatest effect and the greatest learning?
Creativity isn't just for artists, musicians, writers, and designers. We all have the ability to be excellent creative thinkers. - https://www.milestechnologies.com
Ready, Set, Present (Creativity PowerPoint Presentation Content): 100+ PowerPoint presentation content slides. Creativity adds to everyone’s personal and professional bottom line and is where innovation and excellence begins. Creativity PowerPoint Presentation Content slides include topics such as: understanding creativity as a human skill using mini systems and processes, the benefits of creativity, left and right brain thinking, blocks to creativity, organizational success through creativity, over techniques, methods, examples and exercises. There are 9 slides covering the definition of creativity, 10 slides on how creative mind works followed by 14 slides describing the process of creativity, creative people and their qualities. Within the first 43 slides you will discover connection between creativity and organizational success and ways to increase your personal creativity. In addition you will receive 19 slides of unique information about fostering organizational creativity, 23 slides covering management and group creativity as well as 11 slides about creativity and the future plus much more.
Combining Art, Creativity and Industrial Simulations: Game-Based Tools for Le...Karl Kapp
Games are fun, exciting and engaging but do they belong in the classroom? Can games and simulations be artistic, creative and still be educational? There is evidence that students participating in game-based learning experiences have higher declarative knowledge, procedural knowledge and retention of instructional material than those participating in more traditional learning experiences. But, what elements make games and simulations appropriate for learning and how can those elements be integrated into the classroom. This keynote discusses the careful blending of creativity, artistry and technology to create effective game-like simulations for learning.
We're curious minds, hackers and tinkerers.
We love to tweak our tools.
But our most important and wonderful tool is our own brain.
How can we understand what's going on so we can hack it?
This is the full-text slide deck for "Hack Your Brain".
You can find all the trivia in "Hack Your Brain - Trivia" and a french (lighter) version in "Hack Your Brain - FR".
Designing Mobile Solutions for Social & Economic ContextsJonny Schneider
Technology should help solve problems for people, but all people (and their problems) are unique - there is no one size fits all. This is especially true of Mobile, where environments and user needs are much more diverse than in other computing platforms. For instance, building mobile applications for the widest reach in India requires thinking about feature phones, non-English interfaces, the 'language' of missed calls, low-bandwidth situations, cultural nuances and numerous other unique conditions.
Jonny Schneider and Nagarjun Kandukuru argue that the practice of design thinking helps mobile developers solve the most important problems in context-appropriate ways. They demonstrate how the best mobile applications lie at the intersection of technical feasibility, business viability and crucially, user delight.
Personal summary of the World Creativity Forum about creativity and innovation at the 16th and 17th November 2011 in Hasselt, Flanders.
Keynotes: Malcolm Gladwell, Alexander Osterwalder, Scott Belski, Peter Hinssen, Garr Reynolds, Keith Sawyer, Jamie Anderson, Patti Maes
creativityworldforum.be
Texts in Dutch and English.
Slides from my talk on the things I've learned by comparing the collaborative process as it is carried out in many modern organizations to the creative process of artists and makers.
Design Thinking Guide for Successful Professionals- Chapter 1archholy
Design thinking is a powerful thinking tool which could drive a brand, business or an individual forward positively. It is also a part and parcel way of thinking that designers go through in their minds in every single design project. Thinking like a designer can transform the way organizations develop products and services on the front end, while improving processes and strategy to the backend. It is a way of simply thinking and ideating on a solution to address a problem or better meet a customer need. It is a process focused on solutions and not the problem.
This is a 182-page power packed book that will provide insights on how to solve problems creatively using proven design thinking tools
Download PDF Book here: https://payhip.com/b/hM4U
Download iTunes eBook here: https://itunes.apple.com/us/book/complete-design-thinking-guide/id1022432207?ls=1&mt=11
Preview Book here: http://www.emerge-creatives.com/#!design-thinking-guide-for-success/c5jg
Twitter: @designthinkbook
Facebook: https://www.facebook.com/designthinkingbook/
What is creativity?
Let's try to give a definition and see how and why user experience is important also in non conventional fields like Embedded Systems and OSs.
This is the presen
D4D Boston 2010: Great Design - Why It's Important and How to Achieve ItJared Ponchot
This presentation was given at Drupal Design Camp Boston 2010. It covers a brief definition of design, some examples of why it's so important, and some tips for how to produce great design.
This presentation was revised/improved/enhanced for DCATL so check that out here: http://www.slideshare.net/jponch/dcatl-2010-the-importance-of-great-design
Talk from Renaissance IO 2014 on how to make sure you’re designing your apps for the right audience. Covers Baxley’s “Universal Model of the User Interface” and designer temperaments.
Data Visualization for Policy Decision Making (impulse talk)Jose Berengueres
Agile Government: Becoming Future-Proof
InterContinental Dubai Festival City
17 - 18 February 2020
Impulse talk
more info can be found at https://www.uaepublicpolicyforum.ae/
Can AI do good? at 'offtheCanvas' India HCI preludeAlan Dix
Invited talk at 'offtheCanvas' IndiaHCI prelude, 29th June 2024.
https://www.alandix.com/academic/talks/offtheCanvas-IndiaHCI2024/
The world is being changed fundamentally by AI and we are constantly faced with newspaper headlines about its harmful effects. However, there is also the potential to both ameliorate theses harms and use the new abilities of AI to transform society for the good. Can you make the difference?
Dive into the innovative world of smart garages with our insightful presentation, "Exploring the Future of Smart Garages." This comprehensive guide covers the latest advancements in garage technology, including automated systems, smart security features, energy efficiency solutions, and seamless integration with smart home ecosystems. Learn how these technologies are transforming traditional garages into high-tech, efficient spaces that enhance convenience, safety, and sustainability.
Ideal for homeowners, tech enthusiasts, and industry professionals, this presentation provides valuable insights into the trends, benefits, and future developments in smart garage technology. Stay ahead of the curve with our expert analysis and practical tips on implementing smart garage solutions.
Expert Accessory Dwelling Unit (ADU) Drafting ServicesResDraft
Whether you’re looking to create a guest house, a rental unit, or a private retreat, our experienced team will design a space that complements your existing home and maximizes your investment. We provide personalized, comprehensive expert accessory dwelling unit (ADU)drafting solutions tailored to your needs, ensuring a seamless process from concept to completion.
Transforming Brand Perception and Boosting Profitabilityaaryangarg12
In today's digital era, the dynamics of brand perception, consumer behavior, and profitability have been profoundly reshaped by the synergy of branding, social media, and website design. This research paper investigates the transformative power of these elements in influencing how individuals perceive brands and products and how this transformation can be harnessed to drive sales and profitability for businesses.
Through an exploration of brand psychology and consumer behavior, this study sheds light on the intricate ways in which effective branding strategies, strategic social media engagement, and user-centric website design contribute to altering consumers' perceptions. We delve into the principles that underlie successful brand transformations, examining how visual identity, messaging, and storytelling can captivate and resonate with target audiences.
Methodologically, this research employs a comprehensive approach, combining qualitative and quantitative analyses. Real-world case studies illustrate the impact of branding, social media campaigns, and website redesigns on consumer perception, sales figures, and profitability. We assess the various metrics, including brand awareness, customer engagement, conversion rates, and revenue growth, to measure the effectiveness of these strategies.
The results underscore the pivotal role of cohesive branding, social media influence, and website usability in shaping positive brand perceptions, influencing consumer decisions, and ultimately bolstering sales and profitability. This paper provides actionable insights and strategic recommendations for businesses seeking to leverage branding, social media, and website design as potent tools to enhance their market position and financial success.
Between Filth and Fortune- Urban Cattle Foraging Realities by Devi S Nair, An...Mansi Shah
This study examines cattle rearing in urban and rural settings, focusing on milk production and consumption. By exploring a case in Ahmedabad, it highlights the challenges and processes in dairy farming across different environments, emphasising the need for sustainable practices and the essential role of milk in daily consumption.
3. Every pair of pages describes one brain hack. (A brain hack is a mind trick). Odd
pages show a graphic description, even pages (like this one) contain a deeper
explanation.
IdeaExplanation
How this book is structured
1
5. 3
M O D E L
2
V I S U A L I S E
1
T E A M W O R K
How to be more creative? 7
6. 2
CREATIVITY WITHOUT DATA IS LIKE
POWER WITHOUT CONTROL. FROM
JAPAN WE WILL LEARN HACKS FOR
GETTING AND VISUALISING DATA.
(THE SECRET SAUCE BEHIND
TOYOTA’S SUCCESS)
1
PRODUCT DESIGN DEPENDS ON
TEAMWORK. HOWEVER, YOU CAN
HAVE A TEAM OF INDIVIDUALLY FINE
PEOPLE WHO AS A GROUP
ACHIEVE A POOR IQ. CHAPTER
1 LISTS HACKS FOR BETTER
TEAMWORK
Three steps towards effective creativity
3
YOU CAN HAVE
THE MOST CREATIVE IDEA EVER, BUT IF
YOU CANNOT SELL IT, IT WILL BE
USELESS AND DIE. CHAPTER 3
EXPLAINS HACKS TO
INNOVATE THE BUSINESS
MODEL
8. Design Thinking is a way to work in group propagated by the product design firm
IDEO in 2004. The purpose of Design Thinking is to solve ‘design’ problems faster
by means of efficient teamwork. It is mainly about how to make a team work well in
group. Compared to other ‘creative’ methods such as The Seven Thinking Hats,
using Design Thinking is more process oriented and usually results in higher
group IQ. As a design method it has influenced many other design
methodologies such as Agile UX, Lean UX and Google Design. These methods
share also many commonalities with Toyota’s Lean methods particularly regarding
iterative prototyping.
The photo shows a group of students at Dartmouth just after a brainstorming step
as a part of Design Thinking workshop. The students are now using the whiteboard
to share (as fast as possible) ideas and data. The whiteboard functions as a shared
memory space. It helps them to ‘connect the dots’ looking forward. Photo by
Karen Endicott/Thayer School of Engineering at Dartmouth.
C H A P T E R 1 : T E A M W O R K
C H A P T E R 2 : V I S U A L I S E
C H A P T E R 3 : M O D E L
10. What are the best Design Thinking workshops?
Tom Wujec
MarshmallowChallenge
(2009)
Peter Skillman
Shopping Cart Workshop
(1999)
George Kembel
“empathy” Gift Workshop
(2012)
1 3
11. Teaching Design Thinking
Because Design Thinking is not about design. It is
about designing how to think better.
HOW CAN YOU BE TEACHING
DESIGN THINKING
IF YOU ARE NOT
A DESIGNER!?
1 5
12. How can I master Design Thinking?
S T O P T H I N K I N G
S TA RT D O I N G !
…
1 7
13. What is the ‘workshop’ method?
``
2. Assemble experts
as diverse as possible
3. Brief them
4. Send them for
field work
(two weeks)
5. Experts come
back, debrief and
Brainstorm
6. Build on each
others ideas
(combine)
iterate
1. Define the
problem
?
1 9
14. What are the ‘roles’ in a workshop?
Facilitator
Back-up
man
Experts
2 1
23. You will seldom find a Toyota Manager inside his office. He is most probably on
the factory floor (close to the action). In manufacturing, you cannot truly be Genchi
Gembutsu by hiding in an office or by being far removed from the assembly line.
The best managers in the world clean factory floors, eat in the same canteen as the
rest of the employees and use the same parking spots.
“Visualising a problem is
50% of the solution”
C H A P T E R 1 : T E A M W O R K
C H A P T E R 2 : V I S U A L I Z E
C H A P T E R 3 : M O D E L
24. What is Genchi Gembutsu?
Genchi Gembutsu means to get info first hand and by oneself.
[n. real place real things]
3 9
25. What brain hacks are used by Toyota?
Data visualisation is at the core of
the “Toyota Production System”
Waste Identification
5S
The 5 Whys
A3/PDCA
Genchi Gembutsu
4 1
26. How to visualise Waste of movement?
Two factories, same job.
Where would you rather work?
B
A
4 3
27. What is A3/PDCA reporting?
Brain hack: What happens when you demand all
reports fit in a single A3 page ?
4 5
28. The 80/20 rule for Non-Value Added activities
←Before
←After
TYPICAL 80/20 BREAKDOWN OF A TASK
50%
50%
NON VALUE ADDED ACTIVITIES ADDED VALUE
50% savings > 50% savings
4 7
29. When Carlos Ghosn arrived at Nissan, Nissan was on its knees*. It was a
dysfunctional organisation. Carlos had to act fast to turn around. He did two
things: First, he changed the communication language from Japanese to English.
This forced the famously polite Japanese manager to become more forthcoming in
ugly negotiations. Next he forced people from different departments to work
together in so called cross-functional teams. (A cross functional team is the
equivalent of having experts representing different points of view in a Design
Thinking workshop). *The Revenge of the Electric Car, 2011.
dysfunctional
organisation
functional
organisation
profitsprofits
30. How to turn around a dysfunctional organisation?
DYSFUNCTIONAL ORGANIZATION?
CALL 800-GHOSN
EXPERTS IN CROSS FUNCTIONAL TEAMS
4 9
31. root cause
analysis of a
headache
What is ‘The Five Whys’ Root cause analysis?
(A) At a ‘normal’ company…
Why does it ache? Because I have a cold
Solution: Take an Aspirin
(B) Meanwhile at Toyota…
1. Why does it ache? Because I have a cold
2. Why did you catch a cold? I spent time in the cold
3. Why? Because I didn’t take my coat
4. Why? I didn’t expect to be so cold outside
5. Why? I don’t check temperature before going out.
Solution: install thermo + the discipline
to check it every time
5 1
32. What is the step-back?
Step back— A pause in your
usual role to gain perspective
5 3
34. Why should one learn about business models? One of the biggest mistakes young
entrepreneurs commit is that of not paying attention to the business aspect of their
idea. You can force them to do that by requiring them to write a business plan. But
that is wordy, not very visual and very 1980’s. A more useful tool than the business
plan document is the business model and expressing your start-up as a business
model not only can help you convince “visual” investors, (such as Richard
Branson), it can give you that one insight that saved the day because, (as we saw in
the previous chapter), visualising the problem is 50% of the solution and models
are great for visualising.
C H A P T E R 1 : T E A M W O R K
C H A P T E R 2 : V I S U A L I S E
C H A P T E R 3 : M O D E L
35. How to Innovate the Business Model?
“The noble art of making money”
5 7
36. How to step out of the Comfort zone?
Failures/year
comfort zone
years old10
fearless youth
Age
5 9
37. What is the Product Innovation Matrix?
FastHeating
AlertDefrostMelting
Need hot-milk ready for breakfast
Magnetron
Need to bake a birthday cake
Appliances that make you feel better
Human need for
feedback
IC /
Timer
Antenna
Radio Frequency basic tech
Timer
Need to save time
Metal
Bell
IC Sound
Engineering
LCD
need for mobility
Market
Needs
Wants
- - -
Product
function
- - -
Technology
- - -
Field
?
Healthy diet
6 1
38. What is Functional thinking?
Outdated GUI
Heating box Externalized GUIheating box externalised GUI
outdated GUI
6 3
39. What is ‘Incremental’ thinking?
This
Brought to you by the company that ‘forgot’ to
invent the iPod
6 5
40. Incremental thinking. In 1979 Sony launched the first Walkman. Thirteen years
later, in 1992, Sony launched the MiniDisc Walkman MZ-1, an opto-magnetic disc
player. Photos are at scale 1:4. Japan post-war manufacturing miracle was built on
such thinking, building ever cheaper, faster and smaller things that were better
than the previous generation. In this case, however, the unwillingness to
cannibalise profits from the music division prevented Sony of thinking big about
digital music distribution and despite the the fact that the MiniDisc sound was
superior to the cassette players it replaced, it did not fundamentally improve the
user experience of finding, buying, playing, sharing… music. See also hack #18, p.
45.
“People do not buy iPods because the love iPods, they buy iPods to access
music.” — Arne von Oosterom. #servicedesign
“The genius idea was not the iPod, it was iTunes.” — Guy Kawasaki*
True innovation
41. Why learn to sketch a business model on a napkin?
Because business happens where it happens
(and it is not ‘cool’ to pull up the biz plan
in a restaurant)
6 7
42. with
this
How to cut the ‘blah-blah’ at the board room meeting?
- G A R M E N T R A N G E
A D A P T E D T O T H E
S T O R E L O C A T I O N
A N D L O C A L
C U S T O M E R S
- N O
A D V E R T I S E M E N T
B U D G E T
- T H E S H O P W I N D O W
I S T H E A D
- A LWA Y S
S O M E T H I N G N E W
I N T H E S H O P
- M O R E F R E Q . V I S I T S
T H A N H & M
- T O Y O TA S T Y L E
S U P P L I E R
N E T W O R K
( A R T E I X O )
- FA S T FA S H I O N
P R O D U C E D I N
S PA I N ( 5 0 % )
- L O C A L PA R T N E R S
I N C L O S E D
M A R K E T S ( J A PA N )
The Inditex Canvas (AFTER)
R E TA I L … O N L I N E
- O P E R A T I O N A L E X C E L L E N C E
- Z A R A O W N S I T S S H O P S
- 5 0 / 5 0 P R D U C T I O N M O D E L
- R E D U C E S H O P WA R E H O U S E A R E A B Y S H I P P I N G
O F T E N
- E M P L O Y E E S S C O U T
N E W T R E N D S 2 4 / 7
- E M P O W E R M E N T
- C R O S S
F U N C T I O N A L
- “ FA S T
FA S H I O N ”
- T W I C E A W E E K
D E L I V E RY ( J I T )
- 5 0 % P R O D U C T I O N
I S I N H O U S E
FA C T O R I E S
- “ A R M A N I
A T L O W
P R I C E S ”
6 9
43. What is the Adoption Curve?
“If your product is not viral,
your customer acquisition costs will cripple you ”
— R. Hoffman
Innovators
Early
adopters
Laggards
Main
stream
$
Reticence to adopt a given product
‘Larry
David’
Number of
people in
each segment
10%
7 1
44. Some customers will only buy your product after they see N other people using it.
If you group the customers in ‘bins’ according to their ‘reticence level’ and then
you draw a line connecting the top of the bins… you get the adoption curve. On
the left side we have the early adopters: customers who like to try new things even
if no one else uses them yet. On the other extreme customers like Larry David: no
matter how many people are using an iPhone, they will stick to their old Nokia.
Typically, if the sum of people that currently use your product is less than the
reticence level of the next ‘bin’, your sales will not grow organically. The point in
the horizontal axis where this happens is called the ‘chasm’, (not shown). A way to
cross the ‘chasm’ is by targeting susceptible ‘slices’ of users in other ‘bins’.
reticence level (N) 0 1 2
How to build your
own adoption curve
‘one’ early
adopter
···
45. What is the ‘Smile’ curve?
Number of days a user has been using
the ‘Evernote’ App
%
ofusers
30 60
0.5%
that
to
version
onthisday
paid
switch
the
Conversion rate
Days
7 3
47. What is ‘commando’ mode?
You have been hiking with your ten people
strong team for five hours. You are arriving back to
the car park. You are all thirsty after a great hike but
when you arrive to the car you realise your are locked
out. The sandwiches and drinks are inside. What do you
do?
Costofreplacingbroken
window:$200
7 7
48. Should I tell you about my big idea?
NO! Companies are built
on “secrets”. Therefore,
you should tell about your
idea to as few people as
possible and then work in
stealth mode - Peter Thiel
YES! ideas are free. What
matters is the execution.
Invest in the team not the
idea*. Therefore, seek as
much feedback as possible
- Jeff Hawkins
VS.
7 9
49. - What is your creative process?
- We don’t have any*
*undisclosed source at a Fortune 500 company.
Another: Taichii Ohno, the godfather of the Toyota Production System, opposed
for many years to write a handbook on TPS. He said: If we put TPS in words it will
become stifle and die. I want it to be as flexible as young bamboo.
50. What are the Laws of Creativity?
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8 1
55. About the author
Jose Berengueres received a Masters in Electrical Engineering in Barcelona and
a PhD in bio-inspired robots from Tokyo Institute of Technology. He has taught
Design Thinking and Business Models Innovation in California, Germany,
Mexico. He also consults on bio-inspired manufacturing for a Fortune 500
company. In 2014 he was mentor at StartupWeekend Dubai. He currently is
assistant professor at UAE University where he heads the robotics lab.
The Art of Creativity: 30 brain hacks - J. Berengueres Ph. D - Ing.
These are some books about Design Thinking. Surprisingly, most of them preach the virtues of visualisation, yet they drown on a sea of words.
What is the purpose of being creative? - To ‘make a dent in the universe’. But unless you are James Dyson, you cannot do that alone, you’ll need help. The Yellow part of the book is about how to master the art of creative teamwork. That is what Design Thinking is all about.
Next, creativity without quality data is like power without control. That is what we will learn in the Green part: How the Japanese mastered the art of getting and visualise data (the secret sauce of Toyota).
Finally, you can have the most creative idea in the world, but do you know how to sell it? The pink is a set of brain hacks that will help you do business model innovation
This book is organised in three sections. The yellow section is about Design Thinking and how it to leverage its ‘brain hacks’ to manage a team’s creative workflow. The green section is about how to get and how visualise information. The third section, is about how to innovate a business model and it is mostly influenced by Stanford University teachings
The photo shows a brainstorming session. After sharing all the possible information the students are connecting the dots. What is the function of the whiteboard? It is a shared memory space that facilitates connections between: gathered facts, ideas and cognitive processes. Or, in other words, the ideas are ‘using’ post its and participants’s brains to ‘evolve’ on their own. Photo by Karen Endicott/Thayer School of Engineering at Dartmouth.
These are three most popular workshops. The MarshmallowChallenge is the most shocking of them all because it revealed that kindergarten kids build better teams than most fresh graduates of MBA schools.
Once, a (jobless) designer of Dubai asked me how could be teaching design thinking not being a designer. Because it has nothing to do with design - I replied. So what is it about? he asked puzzled. Lets see… How much time of our life do we spend thinking? How much time do we spend thinking about how we think? Design thinking is about that, (how to think in group) better.
Would you try to learn to play rugby by reading a book? In the same way, the fastest way to learn design thinking is by practicing (or by teaching it…^.^‘ )
This is, in a nutshell, the seven steps of the ideo method. However, the hard part is not following the steps. It is “finding the deep experts that can work well in group” - Tom Kelly, The Art of Innovation, 2001. The more radical different points of view you gather and mix, the more the chances to generate a groundbreaking idea.
It is all about the little details. Did you know that how you set up a room, colors, illumination, background music and other “details” can greatly affect how your brain thinks? (Meyers-Levy, 2007). A workshop is equally delicate. The key to success lay in the details: having the right markers, the right size of post it. Layout is also a key part. Photo: ABC Nightline 1999.
Artificial deadlines help people to focus and to file work. Artificial deadlines are most useful when the the end-goal is ill defined. For example, “design a better shopping cart” falls in this category because design ‘improvements’ can go on forever. Deadlines kill that.
Group Thinking or groupthink, (also known as Death by Committee), is a term is used to refer to design that compromised between different viewpoints or stakeholders for the sake of harmony. Usually found together with poor leadership/technical knowledge. Steve Jobs avoided GroupThinking by firing* and shunning ‘focus groups’.
In other words, a good manager will obsess about the product. A great manager will obsess about if their team has the right environment to produce great products. When Pixar realised that the quality of their films depended on unplanned collaboration (serendipitous encounter between employees) Steve Jobs famously proposed to have one single WC for the new Pixar building. Photo:
One cannot design a meaningful product without deep knowledge about the reduct and its users. The only way to gain such knowledge is nitty gritty hard research. Yet many designers and architects that basic step. ‘GenchiGembutsu’ is one of the ways to get quality data. Photo: Stanford d.School Summer 2013.
Having the right thickness of markers and the right table size can make or break a workshop.
Photo: Cupertino Jan 2015
The facilitator role. Having a brainstorming session without appointing a facilitator is like having a ship sailing without captain. The key roles of the facilitator are: to mange criticism, to gauge the energy of the group to stop a brainstorm. Usually, no productive brainstorming can go on beyond twenty minutes.
in this section we will see tools to “see” better
A Spaghetti Diagram is used to trace movement of workers. “A and B are layouts with the same number of machines where a worker must attend each ‘M’ station regularly. The B layout was ‘discovered’ in the 60’s in Japan. It is called u-cell. When it was invented it was a revolution.
“For any given task (‘Original’), most savings potential lay in non-value added activities, because they typically amount to 80% of the work. However, most managers focus on optimising value added activities (20%) like for example buying a faster machine, when in fact, the areas that offer most potential are non productive ones.
When Carlos Goshn arrived at Nissan, Nissan was on its knees. It was a dysfunctional organisation. Carlos did two things: First, changes the communication language from Japanese to English. Then he forced people from different departments to work together in so called cross-functional teams.
Over a long period of time, one of these two solution is cheaper and more efficient. However, the ‘install a thermometer’ solution requires the creation of a rule “check thermometer before going out” and the discipline to follow it.
a.k.a. “Show me the money not the glory…” - Terry McGuire.
It is a paper that maps tech to product functions and functions to market needs.
In the previous page we learnt to do functional mapping. Now you can ask yourself. What is a microwave, really? Did you know that, (depending on the brand), 20% to up to 35% of a microwave cost is attributed to the User Interface?
Up until that time, all airlines used the hub and spoke model. SouthWest boss sketched his radical new idea on this napkin: Direct routes to small cities to achieve low cost fares. In history, many people have used napkins to win over business lunches. Salvador Dali used a napkin to sell the future logo of ChupaChups. Henry Laffer sketched the Laffer curve on a napkin. The art of Napkin is one of “less is more”.
“It is an A3 paper that visualises the 9 key activities of a company. Its purpose is to to cut the blah blah at board meeting level - A. Ostervalder” But it is useless without gent gembutsu…
Some customers will only buy your product after others buy it first. If you order them by this reticence level you get an adoption curve.
That is why now VC ask you, how long have you known your co-founder for?