Two models of design-driven innovation - UX Australia
The drive for innovation in products and services and a culture of ‘fail early; fail often’ has bred a desire for very early prototypes. This approach lends itself to an entire industry tackling a problem or for the venture capitalists funding them. It can be broadly characterised as hypothesis-led. It is much less appropriate or advantageous for an individual project team within an established industry attempting to reinvent an existing product/service category. For these teams, an insight-led approach in which multiple concepts are developed in parallel is more appropriate. This presentation will give an introduction to each of these two dominant models of design-driven innovation. It will look at the advantages and disadvantages of each; and look at the issue of localised optimal solutions and what this means for innovation.
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Two models of design-driven innovation - UX Australia
- 1. Design-driven innovation Two models in practice Steve Baty Meld Studios
- 2. Design in innovation “In terms of practice, design’s core value is in rapidly synthesising disparate bodies of knowledge in order to articulate, prototype and develop alternative strategies.” - Dan Hill, Dark Matter and Trojan Horses: A Strategic Design Vocabulary
- 7. Go look; watch; listen listen Steve Baty
- 9. Understand the drivers Steve Baty
- 13. Evaluate with customers Steve Baty
- 14. Test; learn; refine; repeat. Steve Baty
- 15. Evaluate with customers Steve Baty
- 18. Hypothesis about people Steve Baty
- 19. Steve Baty
- 24. Steve Baty
- 27. Constant beta mailbox app Steve Baty
- 29. Steve Baty
- 30. Steve Baty
Notes de l'éditeur
- Identify behaviours, motivators, contextual factors - get out of the building; observe; use open questions - don’t constrain the research before you’ve begun
- Understand the drivers for the observed behaviours. Dig for significant insights; Don’t be satisfied with superficial explanations. Make cognitive leaps. Connect disparate dots.
- Be bold Ask challenging questions Give yourself permission, for just a few minutes, to ask “What if...” and see where it takes you Target fundamentals and challenge the assumptions that shape your industry.
- Make concepts tangible. Tell a story visually. For a concept like a business model, making it tangible can overcome initial reactions of rejection (especially when you’re countering established practice).
- Sketch. Explore many concepts cheaply. Critique them based on your objectives. Keep the ones that work; throw out the ones that don’t. Volume protects against anchoring and ‘local optimums’.
- http://www.designstaff.org/articles/product-design-sprint-2012-10-02.html
- http://www.designstaff.org/articles/product-design-sprint-2012-10-02.html
- http://www.designstaff.org/articles/product-design-sprint-2012-10-02.html
- http://www.designstaff.org/articles/product-design-sprint-2012-10-02.html
- Sketch. Explore many concepts cheaply. Critique them based on your objectives. Keep the ones that work; throw out the ones that don’t. Volume protects against anchoring and ‘local optimums’.
- http://www.designstaff.org/articles/product-design-sprint-2012-10-02.html
- http://www.designstaff.org/articles/product-design-sprint-2012-10-02.html
- Sketch. Explore many concepts cheaply. Critique them based on your objectives. Keep the ones that work; throw out the ones that don’t. Volume protects against anchoring and ‘local optimums’.
- http://www.designstaff.org/articles/product-design-sprint-2012-10-02.html
- http://www.designstaff.org/articles/product-design-sprint-2012-10-02.html
- http://www.designstaff.org/articles/product-design-sprint-2012-10-02.html
- Other versions? Intel’s Experience Research Lab...
- Key moments
- http://www.designstaff.org/articles/product-design-sprint-2012-10-02.html Also other incubator programs at Citrix; Singapore; Sydney...