101 Design Methods E-Book

Vijay Kumar

• Herausgeber: John Wiley & Sons
• Kategorie: Geisteswissenschaft
• Sprache: Englisch

Seitenzahl: 485

Veröffentlichungsjahr: 2012

Beschreibung

The first step-by-step guidebook for successful innovation planning

Unlike other books on the subject, 101 Design Methods approaches the practice of creating new products, services, and customer experiences as a science, rather than an art, providing a practical set of collaborative tools and methods for planning and defining successful new offerings. Strategists, managers, designers, and researchers who undertake the challenge of innovation, despite a lack of established procedures and a high risk of failure, will find this an invaluable resource. Novices can learn from it; managers can plan with it; and practitioners of innovation can improve the quality of their work by referring to it.

Leseprobe

Copyright © 2013 Vijay Kumar. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey.

Published simultaneously in Canada.

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Library of Congress Cataloging-in-Publication Data:

Kumar, Vijay.

101 design methods: a structured approach for driving innovation in your organization / Vijay Kumar.    p. cm. Includes index. ISBN 978-1-118-08346-8 (pbk.); 978-1-118-33024-1 (ebk); 978-1-118-33088-3 (ebk); 978-1-118-33306-8 (ebk); 978-1-118-39218-8 (ebk); 978-1-118-39219-5 (ebk)

1. Technological innovations. 2. Organizational change. I. Title. II. Title: One hundred one design methods. III. Title: One hundred and one design methods.    HD45.K827 2012    658.4’063—dc23

2012009778

CONTENTS

FOREWORD by JAMES P. HACKETT

ACKNOWLEDGMENTS

INTRODUCTION

Four Core Principles of Successful Innovation

Principle 1: Build Innovations Around Experiences

Principle 2: Think of Innovations as Systems

Principle 3: Cultivate an Innovation Culture

Principle 4: Adopt a Disciplined Innovation Process

A Model of the Design Innovation Process

The Design Innovation Process

Process Is Nonlinear

Process Is Iterative

Seven Modes of the Design Innovation Process

Mode 1: Sense Intent

Mode 2: Know Context

Mode 3: Know People

Mode 4: Frame Insights

Mode 5: Explore Concepts

Mode 6: Frame Solutions

Mode 7: Realize Offerings

Understanding Methods

Mode 1: SENSE INTENT

Sense Intent: Mindsets

Sensing Changing Conditions

Seeing Overviews

Foreseeing Trends

Reframing Problems

Forming an Intent

Sense Intent: Methods

1.1   Buzz Reports

1.2   Popular Media Scan

1.3   Key Facts

1.4   Innovation Sourcebook

1.5   Trends Expert Interview

1.6   Keyword Bibliometrics

1.7   Ten Types of Innovation Framework

1.8   Innovation Landscape

1.9   Trends Matrix

1.10 Convergence Map

1.11 From…To Exploration

1.12 Initial Opportunity Map

1.13 Offering-Activity-Culture Map

1.14 Intent Statement

Mode 2: KNOW CONTEXT

Know Context: Mindsets

Knowing Context History

Understanding Frontiers

Seeing System Overviews

Understanding Stakeholders

Using Mental Models

Know Context: Methods

2.1   Contextual Research Plan

2.2   Popular Media Search

2.3   Publications Research

2.4   Eras Map

2.5   Innovation Evolution Map

2.6   Financial Profile

2.7   Analogous Models

2.8   Competitors-Complementors Map

2.9   Ten Types of Innovation Diagnostics

2.10 Industry Diagnostics

2.11 SWOT Analysis

2.12 Subject Matter Experts Interview

2.13 Interest Groups Discussion

Mode 3: KNOW PEOPLE

Know People: Mindsets

Observing Everything

Building Empathy

Immersing in Daily Life

Listening Openly

Looking for Problems and Needs

Know People: Methods

3.1   Research Participant Map

3.2   Research Planning Survey

3.3   User Research Plan

3.4   Five Human Factors

3.5   POEMS

3.6   Field Visit

3.7   Video Ethnography

3.8   Ethnographic Interview

3.9   User Pictures Interview

3.10 Cultural Artifacts

3.11 Image Sorting

3.12 Experience Simulation

3.13 Field Activity

3.14 Remote Research

3.15 User Observations Database

Mode 4: FRAME INSIGHTS

Frame Insights: Mindsets

Exploring Systems

Looking for Patterns

Constructing Overviews

Identifying Opportunities

Developing Guiding Principles

Frame Insights: Methods

4.1   Observations to Insights

4.2   Insights Sorting

4.3   User Observation Database Queries

4.4   User Response Analysis

4.5   ERAF Systems Diagram

4.6   Descriptive Value Web

4.7   Entities Position Map

4.8   Venn Diagramming

4.9   Tree/Semi-Lattice Diagramming

4.10 Symmetric Clustering Matrix

4.11 Asymmetric Clustering Matrix

4.12 Activity Network

4.13 Insights Clustering Matrix

4.14 Semantic Profile

4.15 User Groups Definition

4.16 Compelling Experience Map

4.17 User Journey Map

4.18 Summary Framework

4.19 Design Principles Generation

4.20 Analysis Workshop

Mode 5: EXPLORE CONCEPTS

Explore Concepts: Mindsets

Challenging Assumptions

Standing in the Future

Exploring Concepts at the Fringes

Seeking Clearly Added Value

Narrating Stories about the Future

Explore Concepts: Methods

5.1   Principles to Opportunities

5.2   Opportunity Mind Map

5.3   Value Hypothesis

5.4   Persona Definition

5.5   Ideation Session

5.6   Concept-Generating Matrix

5.7   Concept Metaphors and Analogies

5.8   Role-Play Ideation

5.9   Ideation Game

5.10 Puppet Scenario

5.11 Behavioral Prototype

5.12 Concept Prototype

5.13 Concept Sketch

5.14 Concept Scenarios

5.15 Concept Sorting

5.16 Concept Grouping Matrix

5.17 Concept Catalog

Mode 6: FRAME SOLUTIONS

Frame Solutions: Mindsets

Conceiving Holistic Solutions

Conceiving Options

Making Value Judgments

Envisioning Scenarios

Structuring Solutions

Frame Solutions: Methods

6.1   Morphological Synthesis

6.2   Concept Evaluation

6.3   Prescriptive Value Web

6.4   Concept-Linking Map

6.5   Foresight Scenario

6.6   Solution Diagramming

6.7   Solution Storyboard

6.8   Solution Enactment

6.9   Solution Prototype

6.10 Solution Evaluation

6.11 Solution Roadmap

6.12 Solution Database

6.13 Synthesis Workshop

Mode 7: REALIZE OFFERINGS

Realize Offerings: Mindsets

Reiterating Prototypes

Evaluating in Reality

Defining Strategies

Implementing in Reality

Communicating Vision

Realize Offerings: Methods

7.1   Strategy Roadmap

7.2   Platform Plan

7.3   Strategy Plan Workshop

7.4   Pilot Development and Testing

7.5   Implementation Plan

7.6   Competencies Plan

7.7   Team Formation Plan

7.8   Vision Statement

7.9   Innovation Brief

CREDITS FOR EXAMPLE PROJECTS

INDEX

FOREWORD

The company I have the honor to lead is 100 years old this year. In the same 100 years, many companies had come and gone. So as we prepared to embark upon a celebratory year; we started thinking—why did so few companies thrive and why had so many faded away? The truth is, it isn’t companies that survive against the odds—its ideas and innovation. Ideas and the nonlinear, iterative process of innovation have made the world a better place—and that’s something to celebrate.

What we can observe by looking back is that very thoughtful moments in the company’s history played a vital role in future decades’ success. And with this introduction I want to describe how Professor Vijay Kumar catalyzed in me and our company the power of solving very complex problems.

First, let me emphasize that I am happy to call Professor Kumar a great friend, and second that I am excited he has now published his life’s work in 101 Design Methods. Vijay is a well-respected teacher, author, and true thought leader about the “design of innovation”. I hold him in special reverence because he has made his mark in a very specific arena of building frameworks to spool innovative thinking and influence. Think of these frameworks as a toolkit for the deep thinking that is needed to solve the most vexing problems inside a business.

I appreciate the thesis of Professor Kumar’s work and see many parallels between what he has spent a lifetime studying and what he has written about in this book. I also see parallels with what I learned from him during my decade of serving on the Board of Advisors for the IIT Institute of Design.

My career with Steelcase is more than 30 years and I have been in the CEO seat for 18 of those years. In that span, Steelcase has transformed from a traditional manufacturer and the largest in its industry globally, to industry innovator around the world. We believe we are known as much for the insights behind our furniture as for the products themselves.

Many businesses aspire to be innovative. It is the key variable in profitable growth of most enterprise and a must-have for those in very competitive arenas.

In my early years in the CEO position I was allowed to sit in on a number of Professor Kumar’s lectures to our Board of Advisors at the IIT Institute of Design. I recall suggesting after one of these lectures that if we could get his thinking translated to the C-suite of organizations, they would flock to his perspective and these tools of how to solve very complex problems in their businesses. In fact this led me to develop an internal course at Steelcase called the “Critical Thinking Model” which was used as a tool for our employees to hold “deep thinking” in higher reverence and was later detailed in a Harvard Business Review article in April 2007. It is a common and shared platform we use to bind individuals and teams around the world in a common language and process for critical thinking. From this perspective we saw that we were becoming more than just good business people…we were becoming design driven. With Vijay’s perspective, among others, I can say it was a key step as part of our mission to cultivate a culture of innovation. When the link is made between the traditional quantitative world of the MBA and design thinking, I am certain that we are making unique progress in the world of innovation. It might be my proudest moment in this role.

These steps are broadly discussed and heavily focused on in the remaining pages of this book.

We are in a moment of highly publicized anguish about whether the future will be as promising as what the world had in its past. Books like 101 Design Methods become essential building blocks to getting the innovation mechanisms to work.

I suspect the methods will surprise and delight you just as they did me. And no greater endorsement can be given to a friend who rather than take me fishing, taught me to fish.

JAMES P. HACKETT                           President and Chief Executive Officer,Steelcase Inc.                                           

ACKNOWLEDGMENTS

I had a wonderful group of people helping me with this book and I thank them all for their sincere support.

Hugh Musick (Associate Dean of the IIT Institute of Design) has been a partner to me throughout the book publication process. Knowing that this book with content like it will be a tremendous help for the design community, Hugh took early initiatives to provide me with the most helpful support system at the Institute of Design that let me start down the path of making quick progress. I am thankful for Hugh’s guidance on all aspects of the process—administration, coordination with the publishers, conducting research to fine tune the various methods covered in this book, and writing help.

I am deeply thankful to two of my students at the Institute of Design, Leticia Baiao and Youna Choi, who were with me going through all the challenges of this book project. They were amazing in their efforts to coordinate all the key activities leading to the successful implementation of the book. I am deeply thankful for their help in doing research, reviewing initial drafts for all the chapters, providing constant feedback, selecting example projects, creating all supporting images and illustrations, and managing the whole process. Their strong competencies in structured thinking, careful analysis, and visual communication steered the content and design of the book in the best possible direction.

Traci Thomas, Reena Patel, and Derek Tarnow were very helpful in carefully going through all the example projects used in the methods pages and drafting short descriptions about how teams effectively applied design methods in their projects. In particular, I appreciate Traci’s initiatives in leading this effort by talking with various project teams, going through the project reports, drafting descriptions, and coordinating with everyone on the book team.

I am very thankful for the wonderful support I got from a very dedicated team of students—Diba Salimi, Gretchen Kelly, Chia-ling Yu, Hyunjoo Lee, and Francesca Passoni—who contributed tremendously to reviewing various chapters, envisioning images, getting permissions, and managing the operational details of assembling information from various sources. I express my sincere thanks to Graham Tuttle, Farid Talhame, and Luis Eduardo Dejo for providing feedback and for creating and testing prototype pages with prospective readers especially in the beginning stages of the book.

I am also grateful for the help I got from the Institute of Design PhD students Yadira Ornelas, and Amanda Geppert, and our friends from the Danish School of Design for their contributions in defining some of the specific methods and projects included in this book.

I thank Vince LaConte (the former Director of Marketing and Communications, IIT Institute of Design) for his support in coordinating the early efforts of pushing forward the book proposal, coordinating with the publisher, and writing the drafts for the book prototypes. I am also grateful to Brandon Schauer for helping me define the outline of the book through many conversations we had and for helping me prepare a strong book proposal.

I am tremendously thankful to the students of the Institute of Design. They have provided me the greatest experiences in how to apply the design processes and methods for conceiving vastly valuable innovations. They taught me much about how teams work on innovation challenges and how activities happen in harmonious ways while wading through complex and ambiguous situations. Such efforts ultimately produce synergic solutions. I thank the students whose team projects do such a wonderful job illustrating the application of many of the methods discussed in this book.

I am also greatly thankful for the continuous support I got from the faculty at the Institute of Design during my entire time at the school. I am particularly thankful to those who contributed their projects as examples to be included in the book. I am also very thankful for the support and encouragement I got from the Institute of Design staff for making the book preparation process easy and comfortable.

Patrick Whitney, the Robert C Pew Professor and Dean of the IIT Institute of Design, has been a friend, co-thinker, and an advisor to me for more than two decades. I am very thankful for his encouragement and guidance through all those years while I was building up the content for the book. I am indebted to Professor Charles Owen and late Professor Jay Doblin for teaching me the importance of structured approaches to make design process credible, formalized, and collaborative.

I learned a lot about the power of structured innovation planning methods, while I was the Chief Methodologist at Doblin Inc. (now a member of Monitor Group), working with Larry Keeley, John Pipino, and a brilliant team of people who pioneered many of the leading practices in design innovation. My experiences working with my Doblin colleagues and client organizations gave me a high level of confidence that structured processes and rigorous methods can make a big difference in the real world.

My work as a consultant and advisor to client and sponsoring organizations and working with innovation leaders taught me a great deal about innovation practices over the years. The experience showed me how they successfully addressed the big challenges organizations and markets faced. I learned a lot about how to effectively manage challenging and complex real world processes and I am grateful for these opportunities.

It was a great pleasure to work with my editor at John Wiley & Sons, Margaret Cummins, and her publishing team, who made this book a reality. I am also thankful to Amy Yates for her legal advice and support for making the publication process work.

Finally, it was my family that continuously provided me with the care and support that I needed to think through challenging ideas every day in my life. I thank my parents and my designer/architect/engineer/planner/educator brothers and sister for having a great influence on my life early on. I am blessed to have the care and support every day from my wife Aisha, my daughter Darshana, my son Gautam, and my daughter-in-law Sruthi.

VIJAY KUMAR

Innovation (n): a viable offering that is new to a specific context and time, creating user and provider value

As firms like Apple and Google top the headlines and grab the attention of executives everywhere, just about every professional magazine, journal, conference, and meeting room today is awash with the term “innovation.” Innovation has arrived, and it has made a huge splash in the world of business. Except that it hasn’t. Despite the fact that there is so much attention on the strategic value of innovation, very few organizations know how to make it a reliable and repeatable practice. Business history speaks for itself. Research shows that less than 4 percent of the innovation projects undertaken by businesses are proven successful according to a source from Doblin Inc. The remaining 96 percent of the projects fail.

If innovation is so important, why aren’t more organizations better at it? Why are innovation failure rates still this high? To begin with, there are four major assumptions organizations make that prevent them from achieving systemic innovation. Let’s examine each of these assumptions one by one, and discover why they are incorrect and why there might be a better way of reliably achieving major innovation.

Assumption: Innovation as it is currently practiced is good enough.

Reality: Current innovation practices don’t reliably deliver breakthroughs. There is a lack of a set of reliable tools and methods for creating real breakthroughs rather than incremental or random improvements.

When an innovation team is asked to do more than develop incremental improvements to an offering, but rather develop leapfrog or disruptive innovations, many of their existing practices and tools simply no longer apply. The realization of a need for new ways of working is likely to make teams feel directionless. For example, a simple 2 × 2 position matrix is a widely used tool to plot a market or opportunity space; but how should a team use this tool when the innovation sought is so radical that competitors have yet to emerge, the problems aren’t fully understood, and the opportunities are still undefined?

Assumption: Innovation is for executives.

Reality: Practitioners “on the ground” are most often the source of breakthrough ideas, but they need structures and processes to help them plan and define innovation.

Most of the current thinking about innovation serves as a reminder to business executives that innovation is a necessary part of strategy, goading them to keep innovating with well-known inspirational examples like the Apple iPod. While general theories, strategies, and market approaches can be seen as critical steps toward innovation, they are hardly the only steps. Once an innovation initiative is defined, teams of managers, designers, researchers, marketers, and engineers must figure out how to act on it. The team must create a plan for bringing to market something that no one has ever done before. What new and different path should it follow? What stages, activities, and skills will be needed? Innovation must be mastered at the level of “how do we do it?” as well as the level of “what do we do?”