Currently viewing the tag: "Marty Neumeir"

What can it be and why?

Companies always seek the best way to remain competitive on the market and for a long time that one hears and reads that innovation is the key to competitiveness in the global economy.

Often, what actually happens is that it is not the innovation that keeps these companies in the competition, but rather a kind of renovation of the offerings of these companies, through the continuous improvement of their business.

However, some companies seek to enter the market with truly new competencies, which include a deeper understanding of their consumers while people.

“Research has shown that design is a significant source of competitive advantage. Companies that invest in their design capability and develop a reputation for innovation can avoid competing on price alone…

Design Council research has found the design function being used by global companies to foster innovation across organisational boundaries:

  • LEGO has developed a new design system to run its whole innovation process… The system has allowed LEGO to cut its average design cycle from two years to six months.
  • Virgin Atlantic Airways uses design as a key competitive differentiator… and has created a service design department which works with the crew management and HR departments to develop and deliver new offerings.
  • Whirlpool now sees design and innovation as central to its growth strategy…”

We can think about design as a simpler level where people make choices about the design of things or at the level of how to create with greater fluency and expertise.

We can also think of design as design processes that can be used to decide what to do, employing interdisciplinary project teams that leverage the power of intuition or we can think of design as research that can give access to knowledge.

But what does promote innovation is the mindset of design thinking whose fundamental elements are a strategic direction to identify opportunities for innovation, inspiration and freedom of thinking to understand change and to imagine the future and anticipate the desires, giving rise to the ideas and co-creation to be refined in prototyping.

This way of thinking makes businesses more agile and able to respond to the regular and diverse requirements of the markets, and they are more dynamic and effective responses because creativity is not seen as an intermittent activity and linked to a restricted process.

To the design thinking teams is required flexibility and guaranteed the freedom to learn from the project that evolves naturaly.

“A company can’t will itself to be agile. Agility is an emergent property that appears when an organization has the right mindset, the right skills, and the ability to multiply those skills through collaboration. To count agility as a core competence, you have to embed it into the culture. You have to encourage an enterprisewide appetite for radical ideas. You have to keep the company in a constant state of inventiveness. It’s one thing to inject a company with inventiveness. It’s another thing to build a company on inventiveness.” – Marty Neumeier

Design thinking is, intrinsically, a prototyping process that feeds the deep understanding of what people want and enjoy (or not) about the way things are done, made, distributed, etc. That is, design thinking try to understand people as a whole when performing a specific activity, not just what they do, but how they feel and how is that their needs connect to other situations in their life.

Through design thinking, innovations do not come from incremental adjustments. They arise from the work of interdisciplinary teams of T shaped people, constantly encouraged to fail early to be able to respond to changing market conditions.

It is essential to look beyond what is, and see what could be, using the imagination to generate entirely new solutions and identify what will drive the success of the solutions.

It is the integration of design thinking in organizations that will dictate the success of its activities and this integration is fully and effectively when the employees of enterprises:

Embrace constraints. Design thinkers work with constraints (time, budget, location, materials). They identify their limitations and do not create the perfect solution, but the best solution, given the constraints.

Take risks. Design thinkers are comfortable with the notion of what can be wrong, but they do experiments and try new approaches.

Ask everything. Design thinkers ask numerous questions that may lead to the question of law, which will lead to the correct answer.

Design thinking is not a matter of tools. Design thinkers from diverse areas spend much time away from tools such as “new technology”, using paper and pencil to sketch their ideas.

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Reverse the impulse

A social system is a complex set of human relations that interact in many ways. In an organization, the social system includes all persons working for it, its partners, customers and other external bodies, as well as the relationships among all.

An organization and its environment are a source of problems awaiting his prodigious definition to be resolved. To define a problem based on the evidence of the observations is an important element in solving problems.

An organization must be receptive to collaboration and participation of all its elements and be committed to the changes that arrive from outside.

That is why the behavior of a system member has influence to a greater or lesser degree in organizational behavior and also for this reason, the limits of a social system are impossible to determine given the trade generated by all individuals or groups.

The culture of an organization fits on a larger system which is the society where that organization or part of it, develops its activity. All members of the Organization suffer its influence.

Neumeir said “Design is rapidly moving from poster and toasters to include processes, systems and organizations”.

Then we have to think about problems and innovation culture in organizations. We must think about what impact a different way of thinking can produce in organizations.

People depend on the culture, since this, give them stability, security, understanding and ability to respond to a particular situation.

And also seems to be true that people react to change because they fear insecurity.

This applies to changing of the organizational structure and culture of the organizations, communication and workflows and business strategies where the definition of a problem requires a very specific architecture.

The elements of an organization they fear that the system becomes unstable, they fear that their security is compromised and will not understand a new process or will know how to respond to new situations, when they are the target of a new approach.

We are talking about design thinking.

“Great design thinking results in functionally and emotionally satisfying solutions where the emotional value is generated through the creation of meaning. In design, meaning largely comes from aesthetics and so I have been wondering how to think about aesthetics when considering the design of organizations.

I have been wondering about this partly because I believe without an aesthetic component the best design minds will not apply themselves to these kinds of problems and partly because of a frustration with current organizational design practice that seems to largely be about arranging boxes in an organizational chart.” Tim Brown

This change cannot be translated to observe and collect information about a consumer product, even if the definition of the problem is people-centric. This is to define the problem behaviors of the various systems and of their relations.

When looking for an organization we have a small challenge or a framework for reflection:

What is the current development of an organization, structure and design (organization chart)?

How is used the organizational behavior and what types of personalities involved?

What are the advantages and disadvantages of the existing structure and how does that affect the behavior of people?

What are the key factors that contribute to the success (or failure) of the organization?

What is the organizational culture, what kind of changes suffered, which are the motivations and attitudes, and which is the portrait of performance?

What are the key competencies within the Organization?

Empirically, what we want is, in organizations, to create a culture of design thinking. But we know, for example, that the motivations at the top of the hierarchy are often very different from those that exist at lower levels, where what motivates people is to do a job they believe in.

We know also, that the informal networks work with leaders almost invisible, able to support and encourage.

Then what we need to do is to create a continuous stream of creativity within the Organization’s employees and produce innovations integrated and sustainable basis.

By taking an integrated view on business, organizations grow and people grow also. This is where the design thinking can give way to something more valuable than profits or productivity, the people’s well-being and a healthy society.

“The solution? Reverse the impulse. Instead of viewing the acquired company as an uneducated child, view it as an inspired teacher. Smaller companies are usually acquired as a result of deep-domain knowledge, special focus, or extreme passion. By mining the acquired company for a better understanding of its success factors, both cultures gain and the marriage can more quickly succeed.” – Marty Neumeier – The Designful Company

What will be required for this marriage to take place?