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What’s Your Platform for Value Co-Creation? By  Graham Hill

A couple of years back I wrote a speculative blog post at CustomerThink entitled How Customer Co-Creation is the Future of Business. In many ways my prediction was right, Customer Co-Creation IS the future of business, but not exactly in the way I had imagined.

 

Two Footed Questions Fuse Arts and Science by Ellen Weber

Two-footed questions drive curiosity and they can convert even ordinary minds, into expert problem solvers?

Marketing, Science and Pseudoscience by Greg Satell

“Science” is a word that gets thrown around a lot.  We hear that “scientists say” so and so and then hear later that other scientists say something totally different.

 

More Mental Oomph though Others! By Robyn McMaster

Just go down diagonally…

 

Come On Over by Nilofer Merchant

First, I would spend a month or two in a frenzy of painting, and buying new furnishings that I wanted to arrive immediately, hanging art up in just the perfect spot, updating floorboards, changing out light fixtures and, well, obsessing to make the place “homey”.

 

Why Creative People Are Rarely Seen as Leaders by Susan Cain via Ralph Ohr

We are in love with the word “Eureka,” and for good reason.  Creativity is magic: the ability to create something out of nothing, to make connections that others don’t see.

 

Strategic Innovation And The Quest For Breakthrough Ideas by Idris Mootee

Innovation is now a very hot topic at the C-Suites. I have speaking a lot on the subject the last 5 years. The funny part is I am talking about Strategic Innovation and many still talk about Technology Innovation as if it was the sole source of innovation.

 

A step backward by Tim Brown
The UK has long had an impressive track record of producing successful designers and engineers. Many credit that success to a focus on design within the education system. Significant investments were made in the second half of the 20th Century on design and engineering programs at the University level but more importantly for the last 20 years design and technology has been mandated as part of the core curriculum in high schools.

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Desejável, tecnicamente possível e economicamente viável

 

“Eu frequentemente me vejo num estado simultâneo de desânimo e admiração deliciosa sobre o produto final de designers.” –

Associei esta afirmação de Don Norman a um dos grandes problemas ligados às ideias, à inovação e aos empreendedores e que é – ser capaz de criar um equilíbrio entre o desejável, o realizável e o economicamente viável. É muitas vezes um misto de emoções que acompanha as pessoas no caminho que uma ideia tem de percorrer até ser efectivamente um caso de trabalho feito.

O que causa esta mistura esta mistura de espanto e prazer?

Os designers são treinados como artesãos, sem qualquer conhecimento substancial das áreas de conteúdo em que fazem seu trabalho. O meu espanto vem da sua falta de compreensão e pela confiança com que eles proclamam soluções magistrais para os problemas do mundo. Eles frequentemente produzem soluções inovadoras e inteligentes, mas sem prova de que realmente abordaram as partes mais críticas do problema ou que as suas soluções realmente funcionam. Eles muitas vezes desconhecem que outros trabalharam com essas questões há décadas, que os problemas são profundos e profundos, e que nenhuma abordagem única, não importa o quão brilhante, de repente pode resolver todos os problemas.

Por outro lado, esta falta de conhecimento pode produzir reflexões profundas que levam a avanços na compreensão, daí a minha alegria. Ter muito conhecimento pode levar a seguir as pegadas falhadas daqueles que vos precederam.

Por que não começar com uma ampla gama de ideias sem restrições, em seguida, juntamente com os especialistas de som, refinar o resultado a ser tanto gracioso como eficaz?”

Muitas das pessoas que pretendem transformar a sua ideia num negócio por iniciativa própria pretendem fazê-lo no pressuposto de que dominam todos os aspectos do processo para além de estarem convictos de possuírem as competências.

A verdade no entanto é mais dura do que o sonho e requer muito trabalho e muita colaboração em ambientes de diversidade e de adversidade.

A abordagem das partes mais críticas de um problema e a verificação da funcionalidade das coisas são dois aspectos importantes referidos por Don Norman.

Contudo quando falamos em negócios é fundamental termos presente que “A inovação tem de acontecer no cruzamento do desejável, da viabilidade e da possibilidade. Estes três elementos formam as pernas de um banquinho proverbial chamado de “Isto vai funcionar no mundo”. Muitas iniciativas de inovação concentram-se em apenas um ou dois, se tanto em seu detrimento. Por exemplo, criar algo sem levar em conta a sua viabilidade no mundo não é diferente de projectar uma ponte sem levar em conta a existência da gravidade: ela pode funcionar, mas a probabilidade de ser um confiável e seguro meio de transporte vai ser muito reduzida. E embora possa ser tentador “realmente ser criativo”, ignorando as restrições, uma abordagem mais sábia é ver as restrições como libertadoras”. Diego Rodriguez

Esta preocupação de cruzar o desejável, com o que tecnicamente é realizável e economicamente viável recorda-me uma iniciativa que eu empreendi uns anos atrás, com um legado familiar na indústria dos cosméticos.

Eu possuía os produtos desejados e a capacidade técnica para os produzir, ideias novas algum capital e muito entusiasmo. Tudo corria serenamente (talvez demasiado) até surgirem constrangimentos e adversidades.

Nessa altura eu verifiquei o quanto a interdisciplinaridade e a colaboração são tão importantes quando falamos na implementação dos nossos projectos.

Hoje olhando para trás penso ser fácil identificar o que faltava e que Graham Hill de uma forma muito clara e cirúrgica chama à atenção, num comentário em “Starting up a Start-up. How to start a service design business?”:

“Começar um negócio traz consigo muitos desafios. Jess estabelece alguns dos muitos desafios humanos envolvidos em sua excelente resposta. Ele também mencionou – mas não deu mais detalhes sobre – talvez a coisa mais importante de tudo, ou seja, você tem uma opção viável de MODELO DE NEGÓCIO. A menos que você tenha um modelo de negócio viável, nenhuma quantidade de habilidades de vendedores, marketing, ou consultoria vai fazer o seu negócio levantar da terra.”

A falta de conhecimento pode produzir reflexões profundas, como diz Don Norman, mas também podem trazer insucesso, digo eu.

É certo que nenhuma abordagem única pode de repente resolver todos os problemas e por isso é bom lembrar:

“A criatividade e Pensar design não são nada sem um modelo de negócio para levar as ideias geradas para o mercado. E uma vontade de sair do edifício o mais rápido possível para testar as ideias.” – Graham Hill

Quer comentar?

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How to Turn Anything from Adequate to Amazing by Bill Taylor via @ralph_ohr

If there’s one message I have stressed more than any other over the last few years, it is that it is not good enough to be pretty good at everything. The most successful companies, products, and brands have figured out how to become the most of something — not just adequate, but downright amazing.

 

Stop asking “why” by Dan Rockwell

I think you ask “why” too much and “what” too little. Asking “why” is a backward-facing activity that examines the past searching for excuses and someone to blame.  Asking “why” may be useful on the psychologist couch or in science class but it’s not as useful for leaders.

 

Trust Me, I’m a Scientist by Daniel T. Willingham

A friend of mine has long held that a vaccination his son received as an infant triggered his child’s autism. He clings to this belief despite a string of scientific studies that show no link between autism and vaccines.

 

Do you love creating? By Jorge Barba

Last week I asked if it’s possible to innovate without loving what you do. There were plenty of comments and the reactions were mixed. Most think it’s not possible because people have to be passionate about the work they do. I’m not going to argue with that.

 

Building a CEx that Creates Value for Customers… And for Companies by Graham Hill

Too many customer experiences are created just for the benefit of companies. Customer are either a target or an afterthought. Many customer experience practitioners don’t see the 900lb Gorilla in the room; the most important touch-points are not about marketing, sales or service, but about the weeks, months, even years of product usage

The Art of Momentum: Why Your Ideas Need Speed by Jocelyn K. Glei

In his wonderful book Musicophilia, neurologist Oliver Sacks describes Clive Wearing, a musician and musicologist whose memory was erased almost entirely after a severe brain infection.

Executive pay: fixing the game by Index B

On both sides of the Atlantic, there is widespread disquiet about bankers’ bonuses. Of course, this concern is closely tied up with the financial crisis and the belief that were those bankers in just about any other field they would have been allowed to fail rather than propped up by the state.

Have a nice week!

Great readings! Articles and some comments!

 

“Innovation” is Dead. Herald The Birth of “Transformation” as The Key Concept for 2009. By Bruce Nussbaum

Comments:

By Nicolae Halmaghi @nicdesign
Bruce,

It is not Innovation that failed, and I don’t think Transformation will save us. These terms are way to broad and all-encompassing to deliver relevant insights into specifics. Everybody will to use them according to their level of understanding. General terms like “Change” had a huge impact in Obama’s campaign because they were general in scope but had specific mass appeal. Most people craved and shared at least some part of the Change. His campaign was designed more or less like a tapestry of changes that in the end amounted to massive change….

Stefan Lindegaard

I disagree. Innovation has been over-used but it is here to stay. It will also keep evolving.

Why do I disagree? Let’s consider the innovation piano (Ten Types of Innovation) which is a concept developed by Doblin – www.doblin.com – several years ago. In short, Doblin argues that when people think of innovation, they often think products….

See also by Stefan Lindegaard @lindegaard

The CFO and Innovation: Can It Work?

I ask whether CFO’s can make innovation happen, but in reality this should not even be a question of whether it can be done but rather a question of how to do it.

The reason for turning this a how-to question is the increasing role of the CFO in many companies. Their influence keeps growing and this includes influence on innovation and in particular on the funding that goes to innovation.

Using Stories for Design Ideas – new from Johnny Holland Magazine by Andrew (Drew)

In a new post at Johnny Holland Magazine, Whitney Quesenbery and Kevin Brooks share insights from Rosenfeld Media’s book ‘Storytelling For User Experience’. From the perspective of innovation, which is increasingly wedded to the concepts of design and design thinking both conceptually and in practice, storytelling is a powerful discovery and generative tool. This post offers great perspectives on the use of story to capture current state challenges, and future state possibilities.

Broken Promise: Shame on BP for using “Shaggy Defense” on Gulf oil spill by Bob Thompson  

Apparently at BP, th e leadership mantra is, “The bucks stops over there.”

Comments:

Graham Hill

The Devil in the Detail, Assigning Blame and Hypocrisy

Hi Bob

An interesting polemic.

The Gulf Oil Spill is a disaster on too many fronts. It is a disaster for the Gulf ecosystem, heavily polluted by the leaking oil. It is also a disaster for those who live and work in the Gulf, who have seen their livelihoods disappear.

The no. 1 innovation skill you need to master by Jorge Barba

A friend of mine who recently visited this blog made the observation that I make a lot of reference to sports, I thought this was kind of cool because he noticed it and understood what I was trying to convey. This is an important observation because as we’ve mentioned before, one of the key skills that distinguishes innovators is the ability to ‘associate’, to make connections across seemingly unrelated questions, problems or ideas

Where does our best work come from? By Scott Berkun via Ralph Ohr

In a series of posts, called readers choice, I write on whatever topics people submit and vote for. If you dig this idea, let me know if the comments, and submit your ideas and votes.

You Have to Break Connections to Get Your Ideas to Spread by Tim Kastelle

time you get in a car to drive somewhere, take a minute to think about how many parts of the economy are connected to your trip. There are a whole lot. There all of the people and firms involved in building your car. They have taken ideas and designs that have evolved for over a hundred years, added some new ideas, and come up with the design for your car. And if you drive a Toyota, it’s not just people in Toyota that have done that – there are hundreds of other firms that have designed particular parts – brakes, stereos, and windshield wipers.

How to survive in Social Media: Slow Social Media, 4 points to consider! By Jerry van Leeuwen

I think most of you will be familiar with the concept of Slow Food. Slow Food  is a non-profit, eco-gastronomic member-supported organization that was founded in 1989 to counteract fast food and fast life, the disappearance of local food traditions and people’s dwindling interest in the food they eat, where it comes from, how it tastes and how our food choices affect the rest of the world.

The Business of Design by Roger Martin

Quick, what’s your IQ? No, not your intelligence quotient — your imagination quotient. In this turbulent, get-real economy, the advantage goes to those who can outimagine and outcreate their competitors. So says Roger Martin, who has devoted his professional life to the study of competition — first as a director at Monitor Co., the Boston-based consultancy, and now as dean of the University of Toronto’s Rotman School of Management.

The Design of Business by Roger Martin

In his new book, Roger Martin, dean of the Rotman School of Management, says an eye for innovation and efficiency creates a powerful competitive edge

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