Heather Fraser published “Design works: how to tackle your toughest innovation challenges through business design” five years ago. It demonstrates how organizations can drive innovation and growth through Business Design – a discipline that integrates design-inspired methods and mindsets into business development and planning. Roger Martin said in his forward that “This book tells the story of the 3 Gears of Business Design, simply and practically. Its goal is to provide an easy-to-use guide for organizations that are eager to harness the power of Business Design.” The Korean version of the Design works is published in Korea.
Author: Heather M. F. Fraser / A seasoned business strategist, brand-marketing expert, and longtime entrepreneur and educator, Heather is a global thought leader in Business Design. Heather co-founded Rotman DesignWorks with Roger Martin in 2005 and served as Executive Director of DesignWorks through 2012. She has cultivated Business Design as a discipline, delivered student curriculum, and led innovation programs for over 3000 executives. She advises leading organizations on how to advance their business through innovation, including teams from Procter & Gamble, Nestle, Pfizer, General Electric, Target, and VF Corporation.
Translator: Ran Yoon / Ran Yoon is a product planner and marketer at SK Telecom, the leading service carrier company in Korea, and collaborates with a wide variety of planners, developers, and designers. Previously, she worked as a planner and marketer at Samsung Electronics Canada.
Please click here for more detailed information about the Korean-version Design Works.
He started his speech saying that his life long question is how to innovate routinely. He suggests we need three things: creative confidence, guided mastery, and design thinking. First, creative confidence (or self efficacy proposed by Bandura) helps us to go beyond inside-the-box thinking. Next, guided mastery (or a series of small successes) is needed for generated wild ideas not to lose their flames. Finally, design thinking (or mindful or open-mind attitude) enables us to try something new, in particular when we work with others.
He also emphasized the importance of empathic observation by presenting a few real projects that his employees/students conducted. For example, his team investigated how to help K-12 students in California eat more healthy food. The most important finding was that lunch is not just about food but more like a social activity for kids. Therefore, his team proposed games so that kids play together, come back to the table and sit down together, and then eat vegetables together. This activity led kids to eat more vegetables.
… Samsung is a good example of a “technology push” firm. Samsung has been a late mover in the electronics market. Responding to unparalleled business challenges, the company first expanded its design team from 200 designers in the late 1990s to 1000 designers in 2012. Samsung has made noticeable debuts in winning several international design awards. However, the company’s intuitive and analytic teams needed to work closely before they were able to deeply understand and appreciate each other’s way of working. The forced collaboration produced challenging decision-making conflicts—the types of conflicts that are difficult to resolve without a moderator. Instead, decisions were made exclusively by the intuitive team or exclusively by the analytic team. This issue explains why Samsung has performed well in design awards, but has not yet introduced an iconic product like the iPhone…
… Apple approaches design thinking differently from Samsung. Its design team does not communicate with its manufacturing team. Instead, an independent team (consisting of Steve Jobs and his supporters) made most of the firm’s business decisions. In the process, Jobs limited the decision-making power of the analytic teams in order for them to be comparable with the power of the intuitive team. Note that although Steve Jobs was often criticized for his assertive decisions, he did free the intuitive team from the analytic team. As a result, Apple products are welcomed by a massive number of consumers—even though their individual features do not necessarily outperform the products manufactured by their competitors …
Jaewoo Joo | design thinking, behavioral economics, new product development, new product adoption