The document summarizes the key ideas in Matthew E. May's book "The Laws of Subtraction". It discusses how subtraction, or removing excess, can drive innovation. It outlines 6 "laws of subtraction" including the ideas that what isn't there can be more impactful than what is, the simplest rules create the best experiences, and limiting information engages imagination. Examples like the FedEx logo and Netflix vacation policy illustrate these laws. The document concludes subtraction and doing nothing productively are keys to creativity.
This document provides an overview of design thinking. It discusses how design thinking balances what is desirable, intuitive, technologically feasible, and viable from a business perspective. The document outlines the key principles of design thinking, including empathy, reframing problems, collaboration, exploration, tolerating failure and ambiguity. It also describes the core stages of the design thinking process as research, ideation, prototyping, and testing. Finally, the document shares success stories from GE Healthcare and P&G that demonstrate how they have applied design thinking.
This document discusses applying design thinking through an action lab. It provides an overview of the key takeaways and learnings from a design thinking course, including that learning spaces help set the tone, using technology with purpose, and seeing yourself as an ultimate resource. It also includes a graphic map of the design thinking process as experienced. Additionally, it discusses the role of an industrial designer in working with clients to discover needs through human-centered design research and developing solutions through various design methods and prototyping.
This document provides an overview of design thinking. It discusses how design thinking is an iterative process that involves empathizing with users, defining problems from the user's perspective, ideating solutions, prototyping ideas, and testing prototypes. Rather than taking problems at face value, design thinking challenges assumptions to reframe problems in a human-centered way. It encourages exploring unknown aspects of problems and generating alternative solutions. The document provides examples of how well-known problems could be viewed more broadly and solved innovatively using a design thinking approach focused on user needs rather than predefined solutions.
This is a short talk and workshop (30' + 90') to give a first introduction to design thinking. Gives theory foundation, notes a few different approaches, and then dives into one of them.
This presentation was first done at ImpactON / StartupChile evening in 2015.
I gave a talk on the role of Design Thinking to leaders in the financial industry. The focus was on user centric thinking to innovate financial products and digital services. (all case material is removed)
Design thinking follows four pillars: empathy, collaboration across disciplines, including every idea for evaluation, and repeating/iterating solutions while focusing on human needs. It involves empathizing with people's needs, collaborating with others from different backgrounds, including all ideas for consideration, and repeatedly testing solutions to refine them with user needs in mind. The design thinking process moves from defining a challenge to developing a solution in an iterative cycle between problem space and solution space. Various organizations approach design thinking through similar stages of empathizing, ideating, prototyping, and testing, while employing methods and tools to gather insights and generate ideas.
This document outlines the design thinking process which includes understanding the problem through research, defining insights, ideating solutions, prototyping ideas, and testing prototypes. It discusses techniques for each step such as conducting observations and interviews to understand user needs without solutions in mind, brainstorming solutions divergently, building quick prototypes to test ideas, and obtaining both qualitative and quantitative feedback through testing to further develop solutions. The overall process is meant to balance concept and prototyping through an iterative process of converging on insights and diverging with new ideas to avoid getting stuck on initial solutions.
This document provides an overview of design thinking. It discusses how design thinking balances what is desirable, intuitive, technologically feasible, and viable from a business perspective. The document outlines the key principles of design thinking, including empathy, reframing problems, collaboration, exploration, tolerating failure and ambiguity. It also describes the core stages of the design thinking process as research, ideation, prototyping, and testing. Finally, the document shares success stories from GE Healthcare and P&G that demonstrate how they have applied design thinking.
This document discusses applying design thinking through an action lab. It provides an overview of the key takeaways and learnings from a design thinking course, including that learning spaces help set the tone, using technology with purpose, and seeing yourself as an ultimate resource. It also includes a graphic map of the design thinking process as experienced. Additionally, it discusses the role of an industrial designer in working with clients to discover needs through human-centered design research and developing solutions through various design methods and prototyping.
This document provides an overview of design thinking. It discusses how design thinking is an iterative process that involves empathizing with users, defining problems from the user's perspective, ideating solutions, prototyping ideas, and testing prototypes. Rather than taking problems at face value, design thinking challenges assumptions to reframe problems in a human-centered way. It encourages exploring unknown aspects of problems and generating alternative solutions. The document provides examples of how well-known problems could be viewed more broadly and solved innovatively using a design thinking approach focused on user needs rather than predefined solutions.
This is a short talk and workshop (30' + 90') to give a first introduction to design thinking. Gives theory foundation, notes a few different approaches, and then dives into one of them.
This presentation was first done at ImpactON / StartupChile evening in 2015.
I gave a talk on the role of Design Thinking to leaders in the financial industry. The focus was on user centric thinking to innovate financial products and digital services. (all case material is removed)
Design thinking follows four pillars: empathy, collaboration across disciplines, including every idea for evaluation, and repeating/iterating solutions while focusing on human needs. It involves empathizing with people's needs, collaborating with others from different backgrounds, including all ideas for consideration, and repeatedly testing solutions to refine them with user needs in mind. The design thinking process moves from defining a challenge to developing a solution in an iterative cycle between problem space and solution space. Various organizations approach design thinking through similar stages of empathizing, ideating, prototyping, and testing, while employing methods and tools to gather insights and generate ideas.
This document outlines the design thinking process which includes understanding the problem through research, defining insights, ideating solutions, prototyping ideas, and testing prototypes. It discusses techniques for each step such as conducting observations and interviews to understand user needs without solutions in mind, brainstorming solutions divergently, building quick prototypes to test ideas, and obtaining both qualitative and quantitative feedback through testing to further develop solutions. The overall process is meant to balance concept and prototyping through an iterative process of converging on insights and diverging with new ideas to avoid getting stuck on initial solutions.
Design thinking combines problem-solving techniques from design with empathy for users. It is a human-centered approach that starts by observing people and understanding their needs rather than defining problems. The five principles of design thinking are to empathize with users, define insights about their needs, ideate potential solutions, prototype ideas, and test prototypes with users to find the best solution. An example is how PepsiCo used design thinking to address women's snacking preferences by releasing quieter Doritos chips in trays to avoid mess and noise.
Where to find better ideas? +10 categories to explore with examplesBoard of Innovation
This document provides tips for finding creative ideas as a team. It suggests getting inspiration from problems users face, observing how people workaround frustrations, exploring your company's existing unused assets, tracking trends, researching history and old ideas, observing extreme users, and browsing sources randomly for Eureka moments. The overall message is that being open to diverse sources of information can trigger novel ideas.
How to re-frame business problems to customer-centric opportunity spaces that drive value. Design thinking is your shortcut to customer empathy. A good understanding on how this method could help you identify real customer problems and unmet needs is essential. Moreover we will share techniques and tools that you can implement directly after this crash course. Start inventing the future.
Design thinking is a 5-stage process used to solve complex problems in an innovative way. The 5 stages are: empathize to understand user needs, define the problem from their perspective, ideate potential solutions, prototype the top ideas, and test them with users. It provides a human-centered approach to problem solving by gaining empathy for users and iterating on solutions.
A fast-forward tour about Design Thinking by webkeyz.
How design thinking differs from scientific thinking? Why to use it? When to use it? And how design thinking can impact your life?
Design Thinking Overview (summary by Interaction Design Foundation)Dennis Antolin
Design Thinking Overview
Fundamental principles behind Design Thinking:
• Design Thinking starts with empathy, a deep human focus, in order to gain insights which may reveal new and unexplored ways of seeing, and courses of action to follow in bringing about preferred situations for business and society.
• It involves reframing the perceived problem or challenge at hand, and gaining perspectives, which allow a more holistic look at the path towards these preferred situations.
It encourages collaborative, multi-disciplinary teamwork to leverage the skills, personalities and thinking styles of many in order to solve multifaceted problems.
• It initially employs divergent styles of thinking to explore as many possibilities, deferring judgment and creating an open ideations space to allow for the maximum number of ideas and points of view to surface.
• It later employs convergent styles of thinking to isolate potential solution streams, combining and refining insights and more mature ideas, which pave a path forward.
• It engages in the early exploration of selected ideas, rapidly modeling potential solutions to encourage learning while doing, and allow for gaining additional insight into the viability of solutions before too much time or money has been spent
• Tests the prototypes which survive the processes further to remove any potential issues.
• Iterates through the various stages, revisiting empathetic frames of mind and then redefining the challenge as new knowledge and insight are gained along the way.
• It starts off chaotic and cloudy steamrolling towards points of clarity until a desirable, feasible and viable solution emerges.
Design Thinking Frameworks
• Heart, Head, and Hand
• Deep Dive
• d.school’s 5 Stage Process
• IDEO’s Design Thinking Process
• HCD - Human Centred Design
• Design Council of the UK: 4 D’s
• Frog Design
• What x 4
• The LUMA System
Design thinking is a human-centered approach to problem solving that draws on design skills to meet user needs. It can help students develop 21st century skills like creativity, innovation, critical thinking and problem solving. Art teachers are well-positioned to teach design thinking processes and have students apply them to design real-world objects, environments, and experiences. Doing so provides engaging opportunities for visual literacy, collaboration and careers in design fields.
This document summarizes a study that identified 5 discovery skills that distinguish highly innovative entrepreneurs:
1) Associating - Making connections between diverse ideas and fields of knowledge.
2) Questioning - Challenging the status quo through inquisitive questioning.
3) Observing - Closely observing human behaviors and actions to identify opportunities.
4) Experimenting - Willingly trying new experiences, taking things apart, and testing ideas through prototypes.
5) Networking - Finding and testing ideas through a diverse network of individuals from different backgrounds.
The presenter encourages developing these skills to foster more innovation within businesses and individuals. Examples are provided to illustrate how innovators have used these skills
The document provides an overview of a design thinking lecture that teaches participants how to use design thinking principles and tools to develop product ideas. The lecture includes interactive information on design thinking, analyzing market opportunities, and using a business model canvas. It also covers activities for bringing the concepts together, such as forming groups to create business model canvases, pitching product ideas using a template, and mapping out how to take a product to market. Templates and deliverables are provided to apply the design thinking process.
The document discusses various topics related to design through quotes and images. It explores definitions of design provided by designers such as Charles Eames, Milton Glaser, Steve Jobs, and others. Additionally, it examines the design process, expanding role of designers, principles of design thinking, different types of design problems, and more. The full document appears to be a presentation on understanding design at a high level.
A key to surviving disruption is understanding the tasks customers are trying accomplish: they “hire” products to get a job done. Jobs to be done (JTBD) is a growing field of study and increasingly seen as a source for business growth.
Luckily, UX strategists have the skills to analyze customer behavior and correlate this to business opportunity using JTBD theory. This allows us to maximize opportunity by finding jobs that are most important to users, but with which they are least satisfied. Focus on delivering value for those jobs first.
This talk outlines JTBD theory and practice, and shows its relevance to UX strategy. Through examples, I’ll show how to prioritize efforts in a way that has real impact.
System Thinking: Design Tools to Drive Innovation Processes Roberta Tassi
The document describes Roberta Tassi's work as a designer who uses system thinking and design tools to drive innovation processes. It provides examples of how she uses tools like user research, participatory design, and visual frameworks to understand problems, collaborate with stakeholders, and translate insights. The goal of her work is to develop systemic solutions through human-centered design processes. She believes design tools have potential to accelerate innovation when dealing with complex services involving many actors and channels.
This document summarizes Mike Kyriacou's presentation on getting to problem-solution fit. The presentation covers observing customers to understand their needs, designing a value map to address key pains and gains, and taking small steps through iterations and customer feedback to validate solutions. It emphasizes starting with the customer, addressing their most important jobs through solutions, and using a lean approach of fast, inexpensive experiments to efficiently reach problem-solution fit. The goal is to build something customers love that can then be scaled for financial sustainability.
The document discusses the design thinking approach for social innovation. It describes design thinking as a user-centered approach that develops solutions grounded in user needs through prototyping and an iterative process. Design thinking incorporates consumer insights and improvisation. It was initially adopted by businesses and is now increasingly used by non-profits. Design thinking follows a non-linear process of inspiration, ideation, and implementation to develop solutions that usually only work locally. It emphasizes empathy, intuition, and emotion over rational analysis. The document raises questions about whether design thinking's standardized approach and toolkits can truly develop appropriate solutions for the developing world or if it risks imposing external solutions.
This document provides an excerpt from slides for a 2-3 day professional training on design thinking and innovation management. The slides cover the basics of design thinking, including its origins and nature, how it is portrayed in the media, and how it relates to strategic thinking. Design thinking is presented as a way to take an outside-in perspective focused on customer needs and experiences to drive value creation and innovation. The training is intended to help participants better understand design thinking and apply it to innovating without unrealistic expectations. The facilitator also provides strategy advisory and training on other topics beyond design thinking.
The first prototype of our approaches to move beyond design thinking at DNA. Touching on a number of new tools and techniques as well as theoretical positions from a number of sources. Very much the bleeding edge of our current position.
Ideation is at the heart of the Design Thinking process. Ideation sessions help you to challenge assumptions, think outside the box, and explore uncharted territory. In the ideation phase, you explore and come up with as many ideas as possible.
In this presentation guide, you will learn and develop skills in six types of ideation techniques that can be used in the Design Thinking cycle. They include:
1. Brainstorming
2. 2 x 2 Matrix
3. Dot Voting
4. 6-3-5 Method (Brainwriting)
5. Special Brainstorming (Negative Brainstorming, Figuring Storming, and Bodystorming)
6. NABC (Need, Approach, Benefit and Competition)
This guide provides a means to introduce ideation techniques to your workshop participants other than the traditional brainstorming method. It helps to make your ideation sessions fun and exciting.
LEARNING OBJECTIVES
1. Gain knowledge on the various ideation techniques that can be used in the design thinking cycle.
2. Develop skills in the application of ideation techniques.
3. Understand the expert tips and key learnings of ideation techniques.
CONTENTS
1. Brainstorming
2. 2 x 2 Matrix
3. Dot Voting
4. 6-3-5 Method
5. Special Brainstorming
6. NABC
To download this complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Design thinking for designing and delivering servicesZaana Jaclyn
This document outlines a design thinking workshop for libraries. The agenda includes an introduction to design thinking, activities to understand customer needs and challenges, developing new ideas and prototypes for library services, and pitching concepts. Participants will work through stages of discovery, definition, development and delivery to address the question "What might your library become?". The goal is to generate new ideas and futures for libraries through a human-centered, collaborative process.
Introduction for Design thinking :
What is Design thinking?
Why to use Design thinking?
What is Design thinking mindset?
Balance for Analytical and Intuitive thinking.
Traditional thinking vs Design thinking.
Combination of Divergent and Convergent thinking.
This is my fourth ChangeThis manifesto, based on my business fable THE SHIBUMI STRATEGY: A POWERFUL WAY TO CREATE MEANINGFUL CHANGE. Several Zen aesthetic design ideals and Japanese practices are applied to personal performance.
The document discusses how leaving out key details or pieces of information can make ideas more powerful and engaging. It provides examples like an incomplete letter E drawing that only reveals itself once a small clue is provided. It also discusses how the ambiguous ending to the TV show The Sopranos engaged viewers more than a concrete conclusion would have. In business, Jim Collins advocates having a "stop doing" list alongside to-do lists to focus on eliminating unnecessary tasks. Throughout history, artists like Leonardo da Vinci and Michelangelo left some details unfinished or vague to better engage viewers' imaginations. Incomplete or suggestive ideas can have more impact than complete ones.
Design thinking combines problem-solving techniques from design with empathy for users. It is a human-centered approach that starts by observing people and understanding their needs rather than defining problems. The five principles of design thinking are to empathize with users, define insights about their needs, ideate potential solutions, prototype ideas, and test prototypes with users to find the best solution. An example is how PepsiCo used design thinking to address women's snacking preferences by releasing quieter Doritos chips in trays to avoid mess and noise.
Where to find better ideas? +10 categories to explore with examplesBoard of Innovation
This document provides tips for finding creative ideas as a team. It suggests getting inspiration from problems users face, observing how people workaround frustrations, exploring your company's existing unused assets, tracking trends, researching history and old ideas, observing extreme users, and browsing sources randomly for Eureka moments. The overall message is that being open to diverse sources of information can trigger novel ideas.
How to re-frame business problems to customer-centric opportunity spaces that drive value. Design thinking is your shortcut to customer empathy. A good understanding on how this method could help you identify real customer problems and unmet needs is essential. Moreover we will share techniques and tools that you can implement directly after this crash course. Start inventing the future.
Design thinking is a 5-stage process used to solve complex problems in an innovative way. The 5 stages are: empathize to understand user needs, define the problem from their perspective, ideate potential solutions, prototype the top ideas, and test them with users. It provides a human-centered approach to problem solving by gaining empathy for users and iterating on solutions.
A fast-forward tour about Design Thinking by webkeyz.
How design thinking differs from scientific thinking? Why to use it? When to use it? And how design thinking can impact your life?
Design Thinking Overview (summary by Interaction Design Foundation)Dennis Antolin
Design Thinking Overview
Fundamental principles behind Design Thinking:
• Design Thinking starts with empathy, a deep human focus, in order to gain insights which may reveal new and unexplored ways of seeing, and courses of action to follow in bringing about preferred situations for business and society.
• It involves reframing the perceived problem or challenge at hand, and gaining perspectives, which allow a more holistic look at the path towards these preferred situations.
It encourages collaborative, multi-disciplinary teamwork to leverage the skills, personalities and thinking styles of many in order to solve multifaceted problems.
• It initially employs divergent styles of thinking to explore as many possibilities, deferring judgment and creating an open ideations space to allow for the maximum number of ideas and points of view to surface.
• It later employs convergent styles of thinking to isolate potential solution streams, combining and refining insights and more mature ideas, which pave a path forward.
• It engages in the early exploration of selected ideas, rapidly modeling potential solutions to encourage learning while doing, and allow for gaining additional insight into the viability of solutions before too much time or money has been spent
• Tests the prototypes which survive the processes further to remove any potential issues.
• Iterates through the various stages, revisiting empathetic frames of mind and then redefining the challenge as new knowledge and insight are gained along the way.
• It starts off chaotic and cloudy steamrolling towards points of clarity until a desirable, feasible and viable solution emerges.
Design Thinking Frameworks
• Heart, Head, and Hand
• Deep Dive
• d.school’s 5 Stage Process
• IDEO’s Design Thinking Process
• HCD - Human Centred Design
• Design Council of the UK: 4 D’s
• Frog Design
• What x 4
• The LUMA System
Design thinking is a human-centered approach to problem solving that draws on design skills to meet user needs. It can help students develop 21st century skills like creativity, innovation, critical thinking and problem solving. Art teachers are well-positioned to teach design thinking processes and have students apply them to design real-world objects, environments, and experiences. Doing so provides engaging opportunities for visual literacy, collaboration and careers in design fields.
This document summarizes a study that identified 5 discovery skills that distinguish highly innovative entrepreneurs:
1) Associating - Making connections between diverse ideas and fields of knowledge.
2) Questioning - Challenging the status quo through inquisitive questioning.
3) Observing - Closely observing human behaviors and actions to identify opportunities.
4) Experimenting - Willingly trying new experiences, taking things apart, and testing ideas through prototypes.
5) Networking - Finding and testing ideas through a diverse network of individuals from different backgrounds.
The presenter encourages developing these skills to foster more innovation within businesses and individuals. Examples are provided to illustrate how innovators have used these skills
The document provides an overview of a design thinking lecture that teaches participants how to use design thinking principles and tools to develop product ideas. The lecture includes interactive information on design thinking, analyzing market opportunities, and using a business model canvas. It also covers activities for bringing the concepts together, such as forming groups to create business model canvases, pitching product ideas using a template, and mapping out how to take a product to market. Templates and deliverables are provided to apply the design thinking process.
The document discusses various topics related to design through quotes and images. It explores definitions of design provided by designers such as Charles Eames, Milton Glaser, Steve Jobs, and others. Additionally, it examines the design process, expanding role of designers, principles of design thinking, different types of design problems, and more. The full document appears to be a presentation on understanding design at a high level.
A key to surviving disruption is understanding the tasks customers are trying accomplish: they “hire” products to get a job done. Jobs to be done (JTBD) is a growing field of study and increasingly seen as a source for business growth.
Luckily, UX strategists have the skills to analyze customer behavior and correlate this to business opportunity using JTBD theory. This allows us to maximize opportunity by finding jobs that are most important to users, but with which they are least satisfied. Focus on delivering value for those jobs first.
This talk outlines JTBD theory and practice, and shows its relevance to UX strategy. Through examples, I’ll show how to prioritize efforts in a way that has real impact.
System Thinking: Design Tools to Drive Innovation Processes Roberta Tassi
The document describes Roberta Tassi's work as a designer who uses system thinking and design tools to drive innovation processes. It provides examples of how she uses tools like user research, participatory design, and visual frameworks to understand problems, collaborate with stakeholders, and translate insights. The goal of her work is to develop systemic solutions through human-centered design processes. She believes design tools have potential to accelerate innovation when dealing with complex services involving many actors and channels.
This document summarizes Mike Kyriacou's presentation on getting to problem-solution fit. The presentation covers observing customers to understand their needs, designing a value map to address key pains and gains, and taking small steps through iterations and customer feedback to validate solutions. It emphasizes starting with the customer, addressing their most important jobs through solutions, and using a lean approach of fast, inexpensive experiments to efficiently reach problem-solution fit. The goal is to build something customers love that can then be scaled for financial sustainability.
The document discusses the design thinking approach for social innovation. It describes design thinking as a user-centered approach that develops solutions grounded in user needs through prototyping and an iterative process. Design thinking incorporates consumer insights and improvisation. It was initially adopted by businesses and is now increasingly used by non-profits. Design thinking follows a non-linear process of inspiration, ideation, and implementation to develop solutions that usually only work locally. It emphasizes empathy, intuition, and emotion over rational analysis. The document raises questions about whether design thinking's standardized approach and toolkits can truly develop appropriate solutions for the developing world or if it risks imposing external solutions.
This document provides an excerpt from slides for a 2-3 day professional training on design thinking and innovation management. The slides cover the basics of design thinking, including its origins and nature, how it is portrayed in the media, and how it relates to strategic thinking. Design thinking is presented as a way to take an outside-in perspective focused on customer needs and experiences to drive value creation and innovation. The training is intended to help participants better understand design thinking and apply it to innovating without unrealistic expectations. The facilitator also provides strategy advisory and training on other topics beyond design thinking.
The first prototype of our approaches to move beyond design thinking at DNA. Touching on a number of new tools and techniques as well as theoretical positions from a number of sources. Very much the bleeding edge of our current position.
Ideation is at the heart of the Design Thinking process. Ideation sessions help you to challenge assumptions, think outside the box, and explore uncharted territory. In the ideation phase, you explore and come up with as many ideas as possible.
In this presentation guide, you will learn and develop skills in six types of ideation techniques that can be used in the Design Thinking cycle. They include:
1. Brainstorming
2. 2 x 2 Matrix
3. Dot Voting
4. 6-3-5 Method (Brainwriting)
5. Special Brainstorming (Negative Brainstorming, Figuring Storming, and Bodystorming)
6. NABC (Need, Approach, Benefit and Competition)
This guide provides a means to introduce ideation techniques to your workshop participants other than the traditional brainstorming method. It helps to make your ideation sessions fun and exciting.
LEARNING OBJECTIVES
1. Gain knowledge on the various ideation techniques that can be used in the design thinking cycle.
2. Develop skills in the application of ideation techniques.
3. Understand the expert tips and key learnings of ideation techniques.
CONTENTS
1. Brainstorming
2. 2 x 2 Matrix
3. Dot Voting
4. 6-3-5 Method
5. Special Brainstorming
6. NABC
To download this complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Design thinking for designing and delivering servicesZaana Jaclyn
This document outlines a design thinking workshop for libraries. The agenda includes an introduction to design thinking, activities to understand customer needs and challenges, developing new ideas and prototypes for library services, and pitching concepts. Participants will work through stages of discovery, definition, development and delivery to address the question "What might your library become?". The goal is to generate new ideas and futures for libraries through a human-centered, collaborative process.
Introduction for Design thinking :
What is Design thinking?
Why to use Design thinking?
What is Design thinking mindset?
Balance for Analytical and Intuitive thinking.
Traditional thinking vs Design thinking.
Combination of Divergent and Convergent thinking.
This is my fourth ChangeThis manifesto, based on my business fable THE SHIBUMI STRATEGY: A POWERFUL WAY TO CREATE MEANINGFUL CHANGE. Several Zen aesthetic design ideals and Japanese practices are applied to personal performance.
The document discusses how leaving out key details or pieces of information can make ideas more powerful and engaging. It provides examples like an incomplete letter E drawing that only reveals itself once a small clue is provided. It also discusses how the ambiguous ending to the TV show The Sopranos engaged viewers more than a concrete conclusion would have. In business, Jim Collins advocates having a "stop doing" list alongside to-do lists to focus on eliminating unnecessary tasks. Throughout history, artists like Leonardo da Vinci and Michelangelo left some details unfinished or vague to better engage viewers' imaginations. Incomplete or suggestive ideas can have more impact than complete ones.
This is my second ChangeThis manifesto, based on an innovation workshop and keynote speech I give regularly, as a lead-in to design thinking. Based on parts of my books, THE ELEGANT SOLUTION and IN PURSUIT OF ELEGANCE.
SEND | Digital in the Age of the CustomerContactlab
The document discusses how technology management agendas must broaden beyond internal operations to also focus on acquiring and retaining customers. It highlights four imperatives driving change: transforming the customer experience; embracing mobile; becoming a digital disruptor; and turning big data into business insights. The intended customer experience should always drive an organization's digital strategy. Technology executives must manage both an internal IT agenda as well as a business technology agenda focused on superior customer experiences.
SEND WEBINAR | Metodi di segmantazione avanzati per ottimizzare le tue campag...Contactlab
Un webinar per capire come creare e gestire in modo rapido ed efficiente segmenti e cluster per pianificare campagne multi-channel. Durante il webinar è stata presentata anche una DEMO del prodotto Contactplan.
SEND WEBINAR | Stili di acquisto e comportamenti online del consumatore di oggiContactlab
Il webinar che presenta i dati del nuovo European+ Digital Behaviour Study 2016, la storica ricerca firmata Contactlab che indaga il comportamento digitale della popolazione internet.
WEBINAR SERIES | Raccogli e connetti le informazioni sui tuoi utenti con Cont...Contactlab
Scopri Contacthub, il nuovo prodotto di Contactlab parte della soluzione di Engagement Marketing. Con Contacthub puoi collezionare i dati, creare e gestire le identità dei tuoi utenti in un unico punto, esportare le informazioni verso tutti i sistemi aziendali e personalizzare la relazione. Scopri di più: http://contactlab.com/it/landing/hello-contacthub/
SEND WEBINAR | The "luxury feeling" case: best practice in online purchase ex...Contactlab
Digital Analyst Alexandra Bertasio comments the research by Contactlab and Exane BNP Paribas, investigating the physical and digital customer experience during the entire online purchasing process.
Webinar: How social insights are revolutionizing customer experienceBrandwatch
Social media monitoring may have gotten its start as just another weapon in the marketer’s arsenal, but smart organizations around the world have realized that the sky’s the limit when it comes to the benefits that social insights can provide.
That includes the customer life cycle across the brand experience—one of the biggest areas of focus for the modern enterprise.
In these webinar slides, Brandwatch CMO Will McInnes and guest speaker Cory Munchbach from Forrester Research, Inc. discuss how insights & analytics from social media monitoring are acting as a building block to customer experience and business success, including across areas such as:
- Retail
- Call centers
- Digital customer experience
- Product feedback
More info available here: http://bit.ly/1mjESg6
The document discusses ecommerce trends and opportunities in Switzerland based on a survey of over 1,000 Swiss internet users. Some key findings include:
- 95% of Swiss residents aged 16-65 are regular internet users, and 90% have made at least one online purchase in the last year.
- The average annual online spending per Swiss internet user has increased to CHF 2,400, and the total ecommerce market value is estimated at CHF 11.2 billion.
- Popular online purchase categories include fashion, transportation, and travel/holidays. Over 60% of Swiss internet users also purchase goods from abroad, mainly from Germany.
- E-mail remains the most common communication channel, with 93
The Age of the Customer: Automating and Optimizing Audience EngagementMarketo
The document discusses the challenges of marketing in the age of the customer and how to achieve customer-obsessed marketing. It recommends using an integrated online marketing suite centered around a customer data hub to coordinate cross-channel messaging, automate multi-step campaigns, and analyze marketing performance across the entire customer lifecycle. The vision is for customer lifecycle marketing systems that manage all customer interactions and help marketers build relationships, convert prospects, and measure ROI.
This document discusses trends in online food shopping in Europe. It finds that while ecommerce has grown significantly over the last decade, online food shopping has grown more slowly at around 80% over 10 years. Online food accounts for about 18% of online shoppers' spending. An estimated 36 million people in major European countries purchase food online. The average annual spending per online food shopper in Switzerland is 444 Swiss francs. Click and collect could be a way to further growth in online food, as 22% of internet users are interested in it for food purchases. Online food shoppers tend to be slightly more female, with an average age of 40.6. They are also more likely to be "hyper-active" internet users
Making Marketing Thrive In The Age Of The Customer By Sheryl PattekMarTech Conference
From the MarTech Conference in Boston, Massachusetts, August 19-20, 2014. SESSION: Making Marketing Thrive in the Age of the Customer. PRESENTATION: Making Marketing Thrive in the Age of the Customer - Given by Sheryl Pattek, @sherylpattek - VP & Principal Analyst, Forrester Research
Netcomm Suisse Ecommerce meets Fashion | Who buys whereContactlab
Speech about the project Travel Intelligence for Luxury Lab by Contactlab-Amadeus to correlate data about luxury travellers habits in purchases and travel insights.
Visual Merchandising is about grabbing customers' attention and enticing them to try and feel the product within moments of seeing it. The purpose is to organize displays to sell by reaching out to customers and making a statement about the product and brand by showcasing the product in the best possible manner and highlighting its functions and aesthetics. The course covers topics like window display styling, merchandise presentation, material exploration, luxury retailing, and design management principles through exercises involving mood boards, signage identification, mock shops, and window displays of various products and brands.
Visual Merchandising & Store Design - Costumer ExperienceAcácio Viegas
O documento discute várias técnicas e estratégias de visual merchandising para captar a atenção dos clientes, como contar boas histórias sobre os produtos, criar uma experiência positiva na loja através do design, iluminação, temperatura e cheiro, e usar vitrines e montras de forma atraente. Também aborda o uso de eventos, pop-ups, e-commerce e redes sociais para promover as vendas.
The document provides an agenda and speaker information for the Festival of Behavioural Science. The morning session aims to inspire audiences with theory from behavioural and evolutionary sciences through presentations on topics like cultural evolution in fashion, the science of economics, and designing behavior change interventions with people rather than for them. The afternoon session focuses on applying theory through case studies, practical advice for behavior-changing interventions, lessons learned, and references. Speakers will discuss using behavioral design and insights, cognitive psychology and magic, and putting theory into practice through experimentation.
Punchcut Magic : Design for Magic - Think Like A MagicianPunchcut
In a world of future technology and human innovation, designers must consider how to bring not only successful products to market but deliver a magic that serves to distinguish it from others. In this presentation, Punchcut reviews magic concepts and discusses how they can apply in the innovation process of design and engineering.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Innovation".
Product design - Service design - Revolut Case Study + ShareshopTadej Mursic
This document discusses product design and uses Revolut, a banking service, as a case study. It covers topics like user experience design, data-driven design, feedback, innovation, and designing for shareability. Key points discussed include making products that people want rather than just making people want products, focusing on value over features, embracing feedback to improve self-awareness, and designing for "shareable" experiences that are easy to explain to others. The document advocates slowing down to fix issues rather than just moving fast, and challenges the reader to think about how to shape the future of design.
Slides (with notes) from Keynote address delivered July 20, 2018 to the 2018-19 National Digital Stewardship Art Cohort at the Philadelphia Museum of Art. Framing digital transformation and positive disruption through the lens of digital stewardship, systems thinking and The Innovator's Dilemma.
Digital Marketing trends from SXSW Interactive 2013. BBDO New York focused in on 5 themes most relevant to Brands and Agencies by launching www.DigitalLabLive.com.
The document discusses how the internet has changed communication and media. It notes that the internet allows anyone to publish information to the world with just a click of a button. It also discusses the massive growth of social media platforms and how digital is becoming integrated into everyday life. The document advocates for embracing new technologies and digital opportunities rather than resisting change.
This document summarizes several behavioral interventions conducted by Ogilvy Consulting for various organizations. It begins with an intervention to help Londoners recycle more by motivating them to buy a second bin through advertising on buses and a social media campaign. It then discusses an intervention to help the charity Christian Aid raise funds during the COVID-19 pandemic by reframing their virtual fundraising events in a more positive light and highlighting social norms. The document goes on to describe several other interventions conducted for organizations across various sectors.
Entrepreneurship on the edge of chaos: black swans, new socialism and bull fi...hub:raum Krakow
This document discusses the importance of spotting innovations from outside one's industry or area of focus. It notes that the largest competitors and innovations often come from unexpected places. Entrepreneurs must develop the ability to see connections between current ideas and future realities. New technologies like 3D printing and open source approaches are enabling more distributed innovation from individuals and small groups. Predicting the future is difficult, so companies must learn to trace weak signals of change from the edges of their awareness. Overall, the passage emphasizes looking beyond the center of attention for disruptive innovations that come from outside established areas.
The document discusses how compact, dense urban living and emerging technologies can promote more sustainable lifestyles and reduce carbon emissions. Small individual actions can make an impact, but systemic changes are also needed. Sharing resources through methods like bike sharing and car sharing reduces waste and environmental impact. Emerging technologies are helping to optimize resource use and enable new sharing models through increased transparency, connectivity and data collection.
The document discusses a workshop presented by Superflux, a small design studio based in London. Superflux designs for emerging technologies and their implications on society. The workshop raises questions about what alternative roles designers might take and new strategies for the design community in response to challenges from economic and environmental changes. Examples are provided of design projects that address issues like homelessness, recycling of abandoned infrastructure, and accessible banking in remote areas.
1) Crowdsourcing allows companies to tap into the collective intelligence of a large group of people to solve problems in new ways.
2) Netflix used an open innovation tournament to improve their movie recommendation algorithm, offering $1 million to whoever could improve it by 10%.
3) The authors Jeff Howe and Mark Robinson are credited with coining the term "crowdsourcing" based on the idea of outsourcing tasks to a distributed group of people.
1) Crowdsourcing and open innovation are changing the way companies operate by tapping into the knowledge of large groups of people through the internet.
2) Netflix is a successful example of this by improving their movie recommendation algorithm through a crowdsourcing competition where they offered $1 million to whoever could improve it by 10%.
3) The term "crowdsourcing" was coined by Jeff Howe and Mark Robinson from the magazine Wired to describe the act of outsourcing tasks to a distributed group of people.
This document provides guidance on developing digital strategies for cultural heritage institutions. It discusses how these institutions need to evolve to remain relevant to modern society and consumers. The document recommends that institutions focus on giving away most of their digitized content for free to gain publicity and support their educational missions. It also stresses the importance of understanding customers' cultures and experiences. Institutions are advised to define a vision for how digital can help their relationships with modern audiences and to empower teams to iteratively develop digital initiatives even if they involve failures. The overarching message is that cultural heritage organizations must actively develop digital strategies now to ensure their ongoing relevance.
This document provides an overview of the evolving career advice ecosystem. It discusses how careers have changed radically due to technology and will continue accelerating. Traditional top-down career advice models are being replaced by peer-to-peer social network approaches enabled by technology. The document analyzes the career advice space through the lens of evolutionary theory, discussing variation, selection, and amplification of ideas. It argues that punctuated bursts of change are disrupting traditional static career advice systems. Young people now access career information and advice from a wide variety of online and offline sources using their attention in dynamic ways.
concludes by emphasizing the importance of including the disability community in the design process and imagining people of all abilities as citizens, customers, and experts on their own experiences.
This document provides guidance on developing an effective vision statement for a startup founder. It recommends a two-part approach: 1) Explaining why you are doing what you do in terms of making meaning and addressing an important problem. 2) Clearly describing your value proposition or core offering in a concise statement. The vision should provide both meaning and direction for the company. Examples of early visions from successful companies are discussed. Developing an inspiring yet focused vision is presented as an important task for founders to guide strategic decisions and long-term success.
People have created and modified tools to address their needs since prehistoric times. But since a few generations we simply buy the tools we need and use them in the way they have been designed. With the current pervasive presence of digital technology, these digital 'tools' are increasingly defining how we live, communicate, learn and work.
Many think of this as nauseating and constraining. We feel that we are forced to live the way big corporations have designed it for us. We feel no longer free to do what we want.
Why can't we design our own tools anymore? Is it really true that corporations always know better what we want? What about those people who fall outside of the mainstream, and have needs and contexts of life that require special tools, that these people can design themselves better than anyone else? And are we not all sometimes out of the mainstream?
In fact, we are increasingly becoming tech tinkerers, adapting our digital tools to a great variety of human needs.
This phenomenon has only just started. The open source hardware revolution has hardly kicked off, also due to the fact that digital technology that surrounds us is not always easy to modify.
But what would our world be like if technology was easy to modify? Would there be more empowerment? Innovation? Democracy? Participation? What could be in it for business? What could this all mean for people in emerging markets and for the future web of things?
Can we design organizations for beauty?Joyce Hostyn
The future is ours to imagine, design and create. And if we’re dreaming the future into being, why not dream of a future where business is beautiful. Where business delivers the promise of happiness. Where business is an incredible force for positive change in the world.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Final ank Satta Matka Dpbos Final ank Satta Matta Matka 143 Kalyan Matka Guessing Final Matka Final ank Today Matka 420 Satta Batta Satta 143 Kalyan Chart Main Bazar Chart vip Matka Guessing Dpboss 143 Guessing Kalyan night
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
Buy Verified Payoneer Account: Quick and Secure Way to Receive Payments
Buy Verified Payoneer Account With 100% secure documents, [ USA, UK, CA ]. Are you looking for a reliable and safe way to receive payments online? Then you need buy verified Payoneer account ! Payoneer is a global payment platform that allows businesses and individuals to send and receive money in over 200 countries.
If You Want To More Information just Contact Now:
Skype: SEOSMMEARTH
Telegram: @seosmmearth
Gmail: seosmmearth@gmail.com
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
1. | 99.02ChangeThis
The Laws of Subtraction:
How to Innovate in
the Age of Excess Everything
Matthew E. May
2. | 99.02ChangeThis
The Problem: Excess Everything
Our businesses are more complicated and difficult to manage than ever. Our economy is more
uncertain than ever. Our resources are scarcer than ever. There is endless choice and feature
overkill in all but the best experiences. Everybody knows everything about us. The simple life is
a thing of the past. Everywhere, there’s too much of the wrong stuff, and not enough of the
right. The noise is deafening, the signal weak. Everything is too complicated and time-sucking.
Welcome to the age of excess everything. Success in this new age looks different, and demands
a new and singular skill: Subtraction.
Subtraction is defined simply as the art of removing anything excessive, confusing, wasteful,
unnatural, hazardous, hard to use, or ugly—and the discipline to refrain from adding it in the
first place.
The world’s most original innovators all know this: less is best. They know that by removing
just the right things in just the right way, they can achieve the maximum effect through
minimum means and deliver what everyone wants: a memorable and meaningful experience.
3. | 99.02ChangeThis
As John Maeda wrote in his 2006 book The Laws of Simplicity: “Simplicity is about subtracting
the obvious and adding the meaningful. And as he told me in an interview: “Subtraction is
just one of those beautiful words.”
Subtraction is the scalpel of value—the method by which the simplest, most elegant solutions
will be created, now and in the future. Subtraction is the creative skill needed to win in the
age of excess everything, yet until now there was no simple, incisive guide for developing and
deploying it.
Enter the “laws of subtraction,” six simple rules for winning in the age of excess everything,
distilled from a six-year study of over 2000 ideas, and centering on a single yet powerful one:
When you remove just the right things in just the right way,
something very good happens.
To attain knowledge, add things every day.
To attain wisdom, subtract things every day. — Lao Tzu
“
4. | 99.02ChangeThis
The Solution: The Laws of Subtraction
There are three critical choices inherent in every difficult decision in business, work and life:
1 What to pursue, versus what to ignore?
2 What to leave in, versus what to leave out?
3 What to do, versus what not to do?
Most of us focus only on the first half of each of these choices—rarely do we focus on the second
half. But that’s where the laws of subtraction come in, offering a guide for everyday people
at levels in all kinds of positions to create more engaging experiences using six simple rules:
Law #1 What isn’t there can often trump what is.
2 The simplest rules create the most effective experience.
3 Limiting information engages the imagination.
4 Creativity thrives under intelligent constraints.
5 Break is the important part of breakthrough.
6 Doing something isn’t always better than doing nothing.
5. | 99.02ChangeThis
Law #1: What isn’t there can often trump what is.
The white circles you see in the grid pictured here do not exist, yet they
are the most interesting part of the illustration.
The reason it’s so interesting isn’t just that you see the white circles
and diagonals, it’s that everyone does. And even if you try to focus
only on the drawn lines and completely ignore the space between them,
your brain will override the order. So will everyone else’s.
Harvard psychologist Daniel Gilbert refers to this as a mistake. “The errors that optical illusions
induce in our perceptions are lawful, regular, and systematic,” he says in his book Stumbling
on Happiness. “They are not dumb mistakes but smart mistakes—mistakes that allow those who
understand them to glimpse the elegant design and inner workings of the visual system.”
FedEx used this approach to dramatically change their image
and create one of the most indelible logos ever designed—
one that helped breathe new life into an already strong brand
and simultaneously signaled the world that the company
was going places. (Do you see the hidden white arrow that
appears in the white space between the “e” and “x”?)
6. | 99.02ChangeThis
Designers of the automotive youth brand Scion essentially
used this strategy in creating the fast-selling and highly
profitable xB model, a small and boxy vehicle made inten-
tionally spare by leaving out hundreds of standard features
in order to appeal to the Gen Y buyers who wanted to make
a personal statement by customizing their cars with trendy
options. Buyers would commonly invest an amount equal to the $15,000 purchase price to outfit
their xB with flat panel screens, carbon fiber interior elements, and high-end audio equipment.
It wasn’t about the car. It was about what was left out of it.
2: The simplest rules create the most effective experience.
Visitors to the 2012 Olympic Games enjoyed the “shared space” redesign of London’s cultural
mecca, Exhibition Road.
In shared space design, motor vehicles, pedestrians, and cyclists all share the road equally,
with the only rule being “all due respect to the most vulnerable.”
Shared space design is void of nearly all traditional traffic controls, signs and lights. Curbs have
been removed, asphalt replaced with red brick, and there are fountains and trees and café
7. | 99.02ChangeThis
seating right where you think you
should drive. It’s completely
ambiguous. You have no choice
but to slow down and think,
but keep moving.
Result? Twice the fun and flow
with half the accidents.
What about no rules? As Daniel Pink pointed out in a 2010 column for The Telegraph, the vacation
policy employed by Netflix, the streaming video and DVD-by-mail company based in Silicon Valley,
“is audaciously simple and simply audacious. Salaried employees can take as much time off as
they’d like, whenever they want to take it. Nobody—not employees themselves, not managers—
tracks vacation days. In other words, Netflix’s holiday policy is to have no policy at all.”
It hasn’t always been so. In 2004, Netflix treated holidays the conventional way: everyone
gets a set number of days each year, and could use them or work the system to get paid for
time not taken.
After redesignExhibition Road, London
Before redesign
8. | 99.02ChangeThis
“But eventually some employees recognized that this arrangement was at odds with how they
really did their jobs,” says Pink. “After all, they were responding to emails on weekends, they were
solving problems online at home at night. Since Netflix wasn’t tracking how many hours people
were logging each work day, these employees wondered, why should it track how many holidays
people were taking each work year? Fair point, said management. So the company scrapped its
formal plan.”
“Rules and policies and regulations and stipulations are innovation killers. People do their best
work when they’re unencumbered,” says Pink, quoting Steve Swasey, Netflix’s vice-president
for corporate communications. “If you’re spending a lot of time accounting for the time you’re
spending, that’s time you’re not innovating.”
3: Limiting information engages the imagination.
Each year over 125,000 people attend Comic Con, the premier event for comic book passionistas,
manga mavens, and graphic novel aficionados. The global market is huge, yet the art form is
as ancient as crude hieroglyphics on cave walls.
The magic of comics is not contained within the panels. Rather, it is the white space between
the frames that holds the secret.
9. | 99.02ChangeThis
There is nothing in the space between. Yet, it is here
where the real action occurs. It’s here that the reader is
drawn in. It’s here that the reader is engaged, because
it is here that the story is left open to interpretation.
It’s here that attention is focused, here that the imagination
is sparked. And it is here that the real story takes place.
The true art is invisible. As Scott McCloud, author of
Understanding Comics, puts it:
“The artist may have drawn the ax being raised, he’s not the one who let it drip or decided
how hard the blow, or who screamed or why … that is the special crime of the reader,
each committing in his or her own style. It’s the space between the panels … the gutter as
aficionados call it … that plays host to the magic and mystery that are at the very heart
of comics. In that nothingness, that limbo, human imagination takes two separate images
and transforms them into a single idea.”
The best innovators know what neuroscientists know: there is nothing more powerful than
the ability of the human mind to create meaning from missing information.
ImagecourtesyofScottMcCloud
10. | 99.02ChangeThis
4: Creativity thrives under intelligent constraints.
In the mid 1990s, the Mars Pathfinder team at Jet Propulsion Laboratories in Pasadena, California,
had to respond to the new NASA mandate of “faster, better, cheaper” by launching a reliable,
low-cost alternative to traditional space exploration.
Their challenge: create a rover that could efficiently return new engineering and scientific data on
Mars, and do it in less than one-tenth the typical cost for a space mission, in less than half the time.
Mission: Impossible.
Approach: Change everything.
Results: Spectacular.
The entire project from concept to touchdown was completed in
44 months, less than half the time of the previous Viking mission to
Mars. The project was accomplished with only 300 team members,
versus the over 2000 assigned to the preceding mission, and resulted
in dozens of resourceful innovations.
Most remarkable? The use of deployable airbags as the landing method.
11. | 99.02ChangeThis
The Mars Pathfinder team met their fixed budget of less than $200 million—less than it took
to produce the 1997 Hollywood blockbuster movie Titanic.
As G.K. Chesterton once said: “Art consists of limitation.”
5: Break is the important part of breakthrough.
When a well-worn pattern is broken, creativity emerges. It is the broken pattern that makes us
sit up, take notice, and pay attention. There are two kinds of breaks: those you make, and those
you take. Law #5 concerns the first, while Law #6 the second.
When Germany’s first jet fighter planes appeared in the skies over Europe in 1943, the U.S.
War Department hired Lockheed Aircraft Corporation to build a working jet fighter prototype,
giving them just 180 days to do so. For The War Department, there was just one man for the
job: 33-year old Clarence “Kelly” Johnson, Lockheed’s talented but eccentric Chief Engineer. Kelly
Johnson ran Lockheed’s innovative Advanced Develop Programs for nearly 45 years, from its
inception in 1943 to 1975.
As with the Mars Pathfinder, challenging constraints shaped the project: build a jet fighter proto-
type that would fly at 600 miles per hour—the edge of the speed of sound and 200 miles per
hour faster than the current Lockheed P-38 propeller plane—in 180 days. The only problem was,
12. | 99.02ChangeThis
Lockheed was out of floor space, as the entire complex was devoted for 24/7 production of the
current planes.
The jet fighter project was to be conducted with top secrecy, so Kelly decided to leverage the
space constraint. He broke away from the Lockheed main operation, taking 23 of the best
design engineers and 30 mechanics with him, and set up camp in a rented circus tent next to
a foul-smelling plastics factory, figuring the odor would help keep nosy barkers away.
The whole setup reminded people of Al Capp’s “Li’l Abner”
comic strip and “Skonk Works,” a dilapidated factory
located on the remote outskirts of Capp’s fictional back-
woods town Dogpatch. For legal reasons, Lockheed
eventually trademarked the name “Skunk Works” for their
top-secret advanced development program.
Thus was born the de facto standard for running top-secret projects among the world’s most
innovative companies, and the model Steve Jobs used in launching the Macintosh division of Apple.
Over the years, the term Skunk Works has come to refer to any effort involving an elite special
team that breaks away from the larger organization to work autonomously on an advanced or
Lockheed’s secret Skunk Works building
in Palmdale, California
13. | 99.02ChangeThis
secret project, usually tasked with breakthrough innovation on limited budgets and under
aggressive timelines.
The term has become official, and is defined in the 4th edition of The American Heritage
Dictionary of the English Language as “an often secret experimental laboratory or facility for
producing innovative products.”
6: Doing something isn’t always better
than doing nothing.
Neuroscience now confirms that the ability to engineer creative breakthroughs hinges on
the capacity to synthesize and make connections between seemingly disparate things,
and a key ingredient is time away from the problem.
Boston Consulting Group (BCG) ran a multi-year experiment in which members of a dozen four-
or five-member consulting teams were required to take “predictable time off” every week,
defined as one uninterrupted evening free each week after 6 p.m.—no work contact whatsoever,
and no Blackberrys.
14. | 99.02ChangeThis
The downtime was awkward for many, nerve-racking for some, and a few even fought the idea,
fearful of poor performance ratings or more weekend work. The goal was to teach people that
you can tune out completely for a time and still produce great work.
Within six months, internal surveys showed that these consultants were more satisfied with
their jobs and work-life balance, and more likely to stay with the firm, compared to those who
weren’t part of the study.
In addition, BCG’s clients reported that these teams turned out better work, in part due to
more open dialogue, and that the improved communication also sparked new processes
that enhanced the teams’ ability to work effectively. The experiment worked so well that BCG
has since instituted it firm-wide.
All men’s miseries derive from the inability to sit still
in a quiet room alone. — Blaise Pascal
“
15. | 99.02ChangeThis
Conclusion
Doing nothing productively isn’t easy. It takes practice and discipline to achieve the mental
state of active calm needed to produce our greatest creativity. It is the quiet mind that stimulates
the brain to produce strokes of genius.
Perhaps this is why so many high-performing athletes and executives meditate or use neuro-
feedback training. Ford chairman William Ford, former corporate chiefs Bill George of
Medtronic and Bob Shapiro of Monsanto, Phil Jackson, Tiger Woods, and Italy’s 2006 World Cup
champion soccer team, along with executives at GE, 3M, Google, Bloomberg Media, and
Salesforce.com all designate daily time to calm and quiet the mind, to free it from thought.
These leaders realize how important is it to be able to do absolutely nothing in order to
achieve maximum impact.
They know that when you remove just the right things in just the right way,
something very good happens.
16. | 99.02ChangeThis
Buy the Book | Get more details or buy a copy of The Laws of Subtraction:
6 Simple Rules for Winning in the Age of Excess Everything.
About the Author | In addition to The Laws of Subtraction, Matthew E. May
is the author of four previous manifestos. He is also the author of three award-
winning books: The Elegant Solution, In Pursuit of Elegance, and The Shibumi
Strategy. A popular speaker, creativity coach, and close advisor on innovation and
design strategy to companies such as ADP, Edmunds, Intuit, and Toyota, he is
a regular contributor to the American Express OPEN Forum Idea Hub and the
founder of Edit Innovation, an ideas agency based in Los Angeles.
➔ Send this | Pass along a copy of this manifesto to others.
➔ Subscribe | Sign up for e-news to learn when our latest manifestos are available.
This document was created on October 10, 2012 and is based on the best information available at that time.
The copyright of this work belongs to the author, who is solely responsible for the content. This work is licensed
under the Creative Commons Attribution-NonCommercial-NoDerivs License. To view a copy of this license, visit
Creative Commons or send a letter to Creative Commons, 559 Nathan Abbott Way, Stanford, California 94305, USA.
Cover image from Veer. You are given the unlimited right to print this manifesto and to distribute it electronically
(via email, your website, or any other means). You can print out pages and put them in your favorite coffee shop’s
windows or your doctor’s waiting room. You can transcribe the author’s words onto the sidewalk, or you can hand out
copies to everyone you meet. You may not alter this manifesto in any way, though, and you may not charge for it.
Info
17. | 99.02ChangeThis
ChangeThis is a vehicle, not a publisher. We make it easy
for big ideas to spread. While the authors we work with
are responsible for their own work, they don’t necessarily
agree with everything available in ChangeThis format.
But you knew that already.
ChangeThis is supported by the love and tender care
of 800-CEO-READ. Visit us at 800-CEO-READ
or at our daily blog.
Explore your knowledge further with KnowledgeBlocks,
a new project from 800-CEO-READ that lets you turn
what you know into knowledge you can use.
About ChangeThis