…

Los factores económicos, sociales y tecnológicos actuales están promoviendo el cambio de paradigma en los sistemas de innovación:

- Globalización … Pérdida de competitividad … Democratización de las tecnologías … Usuarios más exigentes

Diversos investigadores mantienen diferentes perspectivas sobre qué es exactamente la innovación abierta y qué áreas funcionales de la empresa abarca. Desde el grupo de investigación OBEA de Mondragon Unibertsitatea y MIK hemos conseguido unificar todas esas diferentes perspectivas en cuatro escenarios.

- intraorganizacional … interorganizacional … de usuario … colectiva

In the present crisis scenario, deep needs are emerging for a reformulation of values, activated on a collective level through the talent and passion of creative people (not just professional designers) who become the conveyors of a worldview, a new capacity to be concrete. In pursuit of new forms of pragmatism, we find not only the energy and character of the master, but also the new abilities of those who, through personal projects, prove they can enrich their own existence without simply following the directions already indicated by others. In consumption, too, a perspective of ‘design thinking’ emerges, capable of grasping the quality of products, based on knowledge or perception, intuition or culture. The new rules of the game emerge form the new conception of personal happiness. From the strictly economic dimension that has prevailed in recent decades, we are shifting – in terms of collective perception – to a dimension in which the human quality of relationships and experiences takes on a force that is equal or greater to that of the material quality of consumption. The challenge for businesses oriented toward this widespread design attitude, then, is to guarantee clients an offering of products and services capable of playing a role of mediation between the happiness of persons, understanding new qualities of life, rethinking the starting conditions for happiness, and the concrete practices through which to make these things possible. This is where everyday intelligence is transformed into design thinking, when consum-authors think concretely about their quality of life and experience, assessing the value of an object, a product, a form, a material. In this rethinking, there is a new central focus on the quality of time, space and the body, reformulating economic and technological dreams of consumption. The perspective becomes one of a contemporary condition that is anything but banal and standardized, that proposes the revolutionary capacity for each person to set the borders of his own normality. The intelligence required for this design exercise is versatile, not focusing only on the emotional side or the rational side: the decisive challenge for the future becomes to imagine design, productive and commercial paths that manage to balance these different aspects. Many entrepreneurs and designers we have interviewed for this issue of Interni on Design Thinking have incorporated this rule of the game in their activities: a virtuous encounter between reason and passion, indicating a precise, profound ‘Italian way’ of doing things that is a direct heritage of the Renaissance workshop…

…

A Fine Line: How Design Strategies Are Shaping the Future of Business by Harmut Esslinger (Jossey-Bass, June 29, 2009). Hartmut Esslinger is the founder of frog design, a leading global innovation firm. He is also one of the most respected designers and business consultants in the world, having spent forty years helping build the world’s most recognizable brands, such as Sony, Louis Vuitton, Lufthansa, Disney, Hewlett-Packard, SAP, Microsoft, and Apple. Most consider him one of the key catalysts of the design revolution. His book shows how he and his firm build creative design into the framework of an organization’s competitive strategy and gives the reader a step-by-step overview of the innovation process. Esslinger reveals how to arrive at a design that reflects an intense human experience that will connect strongly with consumers.

Design-Driven Innovation: Changing the Rules of Competition by Radically Innovating What Things Mean by Roberto Verganti (Harvard Business School Press, August 3, 2009). Roberto Verganti is Professor of Management at Innovationat Politecnico di Milano and the founder of Project Science, a consulting institute that advises global corporations on the management of strategic innovation. Roberto authored the popular article “Innovating Through Design,” published in the Harvard Business ReviewDecember 2006 issue.

Change By Design: How Design Thinking Tranforms Organizations and Inspires Innovation by Tim Brown (HarperBusiness, September 29, 2009). Tim Brown is the CEO of IDEO. According to Stanford professor and author Bob Sutton, “Tim Brown has written the definitive book on design thinking. Brown’s wit, experience, and compelling stories create a delightful journey. His masterpiece captures the emotions, mindset, and methods required for designing everything from a product, to an experience, to a strategy in entirely different ways.”

The Design of Business: Why Design Thinking Is the Next Competitive Advantage by Roger Martin (Harvard Business School Press, November 9, 2009). Roger Martin is dean of the Rotman School of Management at the University of Toronto and a professor of strategic management at the school. He has written widely on the intersection of design and business. You can download a free PDF of his Rotman Journal article here.

Design Thinking: Integrating Innovation, Customer Experience, and Brand Value, edited by Thomas Lockwood (Allworth Press, 3rd edition, November 10, 2009). Thomas Lockwood is president of the Design Management Institute (DMI), as well as being the publisher of DMI’s Design Management Review and Design Management Journal. This book is an anthology of essays, intriguing case studies, and practical advice from industry experts. It’s organized into three sections which focus on the use of design for innovation and brand-building, the emerging role of service design, and the design of meaningful customer experiences.

…

o hace falta tener grandes estructuras organizacionales, sino más bien patrones de organización. Como señala el título, más falta hace organizarse que una organización. Fundamentalmente por algo muy singular del mundo actual: es necesario compartir.

…

Para maximizar el potencial creativo y la capacidad de aprendizaje, es crucial que los directivos y ejecutivos comprendan la interrelación entre las estructuras formales y las redes informales autogenerativas. Las primeras son un conjunto de normas que definen las relaciones entre personas y tareas y determinan la distribución de poder. Los límites son establecidos por acuerdos contractuales que delinean subsistemas (departamentos) y funciones. Las estructuras formales están en documentos oficiales de la organización (diagramas organizativos, reglamentos, estrategias y procedimientos). Las informales son redes de comunicaciones fluidas y fluctuantes. La noción de red es la propiedad emergente de las nuevas organizaciones. La capacidad de estructurarse en forma de red y en relación con el entorno está constituyéndose en la clave. La fuerza de una organización -su flexibilidad, su potencial creativo, y su capacidad de aprendizaje- reside en la capacidad de generar redes en su interior y con su entorno. Juan Freire habla de la organización interfaz, que se acopla y desacopla con rapidez y ductilidad en torno a proyectos y objetivos …

… Data visualization has nothing to do with pie charts and bar graphs. And it’s only marginally related to “infographics,” information design that tends to be about objectivity and clarification. Such representations simply offer another iteration of the data—restating it visually and making it easier to digest. Data visualization, on the other hand, is an interpretation, a different way to look at and think about data that often exposes complex patterns or correlations.

Data visualization is a way to make sense of the ever-increasing stream of information with which we’re bombarded and provides a creative antidote to the “analysis paralysis” that can result from the burden of processing such a large volume of information. “It’s not about clarifying data,” says Koblin. “It’s about contextualizing it.” …

(vía P2P Foundation blog)

Design Thinking can be used to:

• Drive strategy
  • Designers can visualize the future, they can show what it can look like.
  • No one knows how to act on strategy from Powerpoint or Excel, etc.
  • Example: HBO used design to envision the future of media distribution
• Create new markets
  • Design can help create new value.
  • Example: Shimano used design to create a new form of biking, bikes, and messaging
• Create new offerings
  • Example: Microjet (sub million dollar jet) is more safe and reliable than propeller planes and relies on a simplified pilot and maintenance experience to work
• Create new business models
  • Design has a large impact on the shift from products to services
  • Build relationships with people vs. selling them products
  • This shifts cost models, revenue models, etc.
• New application for technology
• New ways of connecting to customers
• Develop new partner relationships
  • Example: Kraft’s redesign of their supplier partner process created and additional 50 million dollar difference with one supplier alone

So what is Design Thinking?

• It’s a human-centered approach to innovation.
• Being human-centered is unique to design, Designers think about people first, then the business second. The opposite is true for most companies.
• In the traditional Venn diagram of People (desirable), Business (viable) & Technical (feasible), design thinking solves the problem from the People perspective
• Design thinking is supported by a rich set of tools, processes, roles, and environments. Designers work like craftsmen. They know when to use the right tool at the right time.
• There are 3 important phases for design thinking: Inspiration, Ideation, Implementation

Videojuegos, Gamers y Empresa | RocaSalvatella

En RocaSalvatella llevamos un tiempo explorando cómo las empresas pueden mejorar la identificación de habilidades y el desarrollo profesional de sus empleados ayudando  a que sus departamentos de recursos humanos superen algunos tópicos sobre los videojuegos.

No tenemos ninguna duda de que cada vez más la mayoría de los nuevos y no tan nuevos candidatos que se incorporan a las empresas tienen una amplia experiencia como usuarios de videojuegos, y que preguntándoles sobre su manera de jugar se puede aprender mucho sobre algunas características del candidato. Hay quien prefiere jugar con alguien mientras que otros prefieren jugar contra alguien. Hay quien busca recompensas intermedias mientras que a otros ya les va bien una recompensa final. Hay quien en un juego de equipo opta por posiciones de ataque, mientras que otros prefieren posiciones defensivas… Nuestro trabajo consiste en identificar estos aspectos y explicarlos a los departamentos de personal para que los incorporen a sus métodos y tomas de decisión.

Con Albert Murillo, director del programa Generació Digital de Catalunya Ràdio, desarrollamos un taller que bajo la convocatoria de la Fundació Factor Humà reunió en Barcelona a los directores de Recursos Humanos de 25 grandes empresas. Muchas de esas empresas aducían problemas para integrar a sus empleados más jóvenes, y comentaban la dificultad de orientarlos a tarea, motivarlos, definir objetivos… mientras que en paralelo detectaban una mayor cultura digital y una activa relación social en la red…