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Como criar inovações que os clientes não esperam, mas eventualmente amam? Como criar produtos e serviços que são tão distintos daqueles que dominam o mercado e inevitavelmente deixam as pessoas apaixonadas? Uma conclusão tem caracterizado literatura de gestão nas últimas décadas: que a inovação radical, embora arriscada, é uma das principais fontes de vantagem competitiva de longo prazo. Mas esse é realmente o caso? Leia mais neste artigo de Roberto Verganti, Professor de Gestão da Inovação e autor do livro “Design-Driven Innovation”.
January 7, 2014 | By: Doug Collins | In: Serialized Books, The Dirty Maple Flooring Company Enters the Digital Age
Part ten of the series finds challenge team members Ivete Monte and Carlos Suerte comparing notes. How has the first collaborative innovation challenge from the Idea Mill Program been received in their respective regions? What reservations does each have?
Thinking like a designer can transform the way you approach the world when imagining and creating new solutions for the future. It’s about being aware of the world around you, believing that you play a role in shaping that world, and taking action toward a more desirable future. In my new book ‘The Innovation Expedition’ I describe the five characteristics necessary to think like a designer.
How to create innovations that customers do not expect, but that they eventually love? How to create products and services, which are so distinct from those that dominate the market and so inevitable that make people passionate? A major finding has characterized management literature in the past decades: that radical innovation, albeit risky, is one of the major sources of long-term competitive advantage. But is that really the case? Read more in this article by Roberto Verganti, Professor of Management of Innovation and author of the book “Design-Driven Innovation.
In his book No Straight Lines: making sense of our non-linear world, author Alan Moore argues that humanity shifts gear when it demands fundamental change to its real world circumstances and that this moment stands as a turning point in the collective approach to the organisation of the economy and society as a whole. This deeply thought provoking work is relevant for innovation management professionals in all industries, as it: challenges how we think innovation gets done, and then offers up new viable alternatives; argues that innovation can be accelerated and costs reduced; demonstrates that we need a new vocabulary to describe non-linear innovation and finally, explains how innovation can also help build a more regenerative world.
The business world is very rational. Operational excellence, financial mastery and technology savviness have become pre-requisite not to stand out as a winner but to be allowed to compete. While a hard-nosed business mind is essential to cope with the increased pressure of globalized competition, it is creativity, in the form of innovation and the ability to implement it rapidly that is fast becoming the most treasured competitive asset. Companies need to innovate in a fast yet relevant manner in order to remain competitive today and develop the game changers that will allow them to remain competitive in the future.
Businesses of all sizes hold meetings and events for various groups of stakeholders. How can design thinking be applied to plan events that “wow” attendees? Inspired by IDEO founder and chairman David Kelley, this blog post author shares some intriguing possibilities for transforming meetings and events.
The most innovative companies know that even when they’re selling a product, they’re actually selling the function that it provides. How do you turn your product-based company into one that provides services? Here are three simple principles you can use to escape the commodity market and turn anything you do into a valuable service:
Can we create an environment where innovation is more likely to occur? Blogger Vanessa Miemis recently posed this question to her readers, and they replied with a resounding “yes!” Themes included creating cultures of play and emotional safety, challenging assumptions, giving permission to try new things and using storytelling to spark new thinking.
An often overlooked tenet of design thinking is simplification. Not adding something new to already overburdened processes and hopelessly complex products, but radically rethinking them from a fresh perspective. In other words, says Jorge Barba, you have to subtract some of what you do now to make room for the new.
Creativity is key to innovation. So how do you expand your own creative capacity and that of your business? Through social engagement, argues Bruce Nussbaum. The strategies he recommends including forming creative circles, scaling the ideas created there into products and services, conducting a creativity audit and mapping your creativity.
Design thinking is an amalgamation of three aspects of design – visceral, behavioral and reflective. This trifecta comes into immediate play whenever we decide to buy a product or solution, be it for business or personal use. This article explains the three concepts and how to incorporate them into our marketing.
We all use examples to explain our ideas. Design thinkers, for example, describe their concepts by generalizing them into principles. In other words, they try to understand the meaning behind the examples. What motivates the customer? What does he or she feel? Cultivating this ability to draw inferences from your customer observations is critical to successful design thinking.
What if we employed an open and modular approach to innovation, in much the same way that open-source software developers create a “platform” that others can build upon and riff off of – a “design thinking API,” if you will? By doing so, we can significantly improve organizational communication and unleash not only new product ideas but new organizational designs to enable them, predicts Nicolas Bry.
Andy Warhol once said “Good business is the best art.” Lately, a number of business thinkers and leaders have begun to embrace the arts as an integral part of the human enterprise that ought to be woven into the fabric of every business. Like artists, innovators must develop a mindset and cultivate creative habits in order to see the world afresh and create something new.