THE COMPAN Y DESIGNFUL. HOW TO BUILD A CULTURE OF NONSTOP INNOVATION.

transcript

COMPANY

DESIGNFUL

HOW TO BUILD A CULTURE OF NONSTOPINNOVATION

REMEMBER THE CHILDREN’S GAME OF

SCISSORS

SCISSORS PAPER

SCISSORS PAPER ROCK

SCISSORS CUTS PAPER

SCISSORS CUTS PAPER PAPER COVERS ROCK

ROCK BREAKS SCISSORS

EACH POSITION HAS ITS

STRENGTHS

EACH POSITION HAS ITS

STRENGTHSAND EACH HAS ITS

WEAKNESSES

CREATING A BALANCED CYCLE OF COMPETITION.

Attractors

companies thrive best when they settle into “stable states,”—these stable states are called “attractors.”

As a company grows, it’s attracted toward one of three main states, which we can call

scissors, paper, and rock.

A “scissors” company is a startup or small business, often having only one brand. Distinguished by its extremely sharp focus.

A “rock” company, is a medium-sized organisation that typically has more brands and less focus. It thrives by crushing “scissors” companies, who don’t have the resources to compete head to head with them.

A “paper” company is distinguished by its sheer size. With even more brands and even less focus, it survives by using its network and resources to smother “rock” companies.

AND ROUND AND ROUND THEY GO

THERE ARE THREE OBSERVATIONS YOU CAN MAKE ABOUT THE COMPETITION CYCLE

COMPANIES TEND TO GROW CLOCKWISE, FROM SCISSORS TO ROCK TO PAPER; 1

THEY TEND TO COMPETE COUNTER-CLOCKWISE—PAPER COVERS ROCK, ROCK BREAKS SCISSORS, SCISSORS CUTS PAPER;

THE SPACES BETWEEN THE STABLE STATES ARE “UNSTABLE STATES”—PERIODS OF TIME WHEN CHANGE IS NOT ONLY POSSIBLE BUT NECESSARY. IT’S DURING THESE UNSTABLE PERIODS THAT COMPANIES OFTEN NEED TO REPOSITION THEIR BRANDS.

HOW TO BUILD A CULTURE OF NONSTOP INNOVATION

THE DESIGNFUL COMPANY WILL HELP YOU TRANSFORM YOUR IDEAS BY UNLEASHING THE FULL POTENTIAL OF CREATIVE COLLABORATION

WELCOME TO THE

FUTURE OF BUSINESS

WELCOME TO THE

FUTURE OF BUSINESS

WELCOME TO THE

FUTURE OF BUSINESS

BEAUTY EMERGES FROM ANY DESIGN THAT IS WORKINGBUCKMINSTER FULLER

THE AGE OF

WICKED PROBLEMS

INDUSTRIAL AGE THINKING HAS DELIVERED SOME DAZZLING CAPIBILITIES, INCLUDING THE POWER TO CHURN OUT HIGH-QUALITY PRODUCTS AT AFFORDABLE PRICES.

YetIt has also trapped us in a tangle of what is called

WICKED PROBLEMS

PROBLEMS SO PERSISTENT,PERVASIVE, AND SLIPPERY THAT THEYSEEM INSOLUBLE.

THEY CROWD US LIKE PIRANHA

POLLUTION

OVER POPULATION

GLOBAL WARMING

THIRD WORLD HUNGER

In the world of business, managers face a subset of these problems:

BREAKNECK CHANGE

ULTRA-SAVVY CUSTOMERS

BREAKNECK CHANGE

ULTRA-SAVVY CUSTOMERSBALKANIZED MARKETS

BREAKNECK CHANGE

ULTRA-SAVVY CUSTOMERSBALKANIZED MARKETS

PRICE PRESSURE

Survey of Wicked Problems

1. Balancing long-term goals with short-term demands

2. Predicting returns on innovative concepts

3. Innovating at the increasing speed of change

4. Winning the war for world-class talent

5. Combining profitability with social responsibility

6. Protecting margins in a commoditizing industry

7. Multiplying success by collaborating across silos

8. Finding unclaimed yet profitable market space

9. Addressing the challenge of eco-sustainability

10. Aligning strategy with customer experience

Six Sigma is a business management strategy originally developed to improve the quality of process outputs by identifying and removing the causes of defects (errors) and minimising variability in manufacturing and business processes

Customers now expect every productand service to be reliable, affording no single company a competitive advantage.

Today’s companies and brands are beset by distrustful customers, disengaged employees, and suspicious communities.

We can link these problems to a legacy management style that lacks any real human dimension.

close 15 factories and cut 34,000 jobs

X X X X XX X X X XX X X X X

“We can no longer play the gamethe old way,” he said. “From now

on, our vehicles will be designed to satisfy the customer, not just fill a

factory.”Bill Ford

TOO LITTLE, TOO LATE

In an era of Six Sigma parity, it’s no longer enough to get better. We have to get different.

Not just different, but really different.

SO IF INNOVATION DRIVES DIFFERENTIATION,

SO IF INNOVATION DRIVES DIFFERENTIATION, WHAT DRIVES INNOVATION?

DESIGN

DESIGN CONTAINS THE SKILLS TO IDENTIFY POSSIBLE FUTURES, INVENT EXCITING PRODUCTS,BUILD BRIDGES TO CUSTOMERS, CRACK WICKEDPROBLEMS, AND MORE. THE FACT IS…

IF YOU WANT TO INNOVATE,

YOU’VE GOT TO DESIGN.

THE DISCIPLINE OF DESIGN HAS BEEN WAITINGPATIENTLY UNTIL NOW.

Companies have used design as a beauty station for identities and communications, or as the last stop in a product launch. Never has it been used for its potential to create rule-bending innovation across the board.

THE DISCIPLINE OF DESIGN HAS BEEN WAITINGPATIENTLY UNTIL NOW.

Companies have used design as a beauty station for identities and communications, or as the last stop in a product launch. Never has it been used for its potential to create rule-bending innovation across the board.

Meanwhile, the public is developing a healthy appetite for all things design.

In the UK, “rapidly growing” businesses, say design tops their list of success factors, 47% rank it first.

WHEN YOU HEAR THE PHRASE INNOVATIVE DESIGN, WHAT PICTURE COMES TO MIND?

DESIGN IS RAPIDLY MOVING FROM POSTERS AND TOASTERS TO INCLUDE…

PROCESSES,

PROCESSES, SYSTEMS,

PROCESSES, SYSTEMS, AND ORGANISATIONS.

DESIGN

Brand and Deliver

d xd = :D

d xd = :DDIFFERENCE

d xd = :DDIFFERENCE DESIGN

d xd = :DDIFFERENCE DESIGN DELIGHT

Until a decade or so ago, the public’s taste for design had been stunted by the limitations of mass production. Now people have more buying choices, so they’re choosing in favor of beauty, simplicity, and the “tribal identity” of their favorite brands.

120 billion

For businesses to bottle the kind of experiences that rivet minds and run away with hearts, not just one time but over and over, they’ll need to do more than hire designers.

THEY’LL NEED TO BE DESIGNERS.

THEY’LL NEED TO THINK LIKE DESIGNERS.

THEY’LL NEED TO THINK LIKE DESIGNERS.FEEL LIKE DESIGNERS.

AND WORK LIKE DESIGNERS.

Companies don’t fail because they choose the wrong

course—they fail because they can’t imagine a better one.

THANK YOU

Companies don’t fail because they choose the wrong

course—they fail because they can’t imagine a better one.

THE COMPAN Y DESIGNFUL. HOW TO BUILD A CULTURE OF NONSTOP INNOVATION.

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