7. thinking
Industrial Design:
traditionally innovation leaders
• Strategic thinking
• Visualize the big picture
• Conceptualize beyond the roadmap
design ≠ industrial design
dynamicinnovation
8. thinking
Customer
what’s desirable?
How it looks draws
you in and then you
Design
see the value in the
Presence
product beyond the
looks.
Business Technology
what’s viable? what’s feasible?
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9. design thinking
Make sense of what you see Abstract Conceptualize
• Build mental models, maps, • Suggest directions and
personas and objectives principles for development
• Suggest stated and unstated • Integrate requirements
needs • Suggest desired experience
• Measure against objectives or
personas
Frameworks Imperatives
Analysis Synthesis
Discoveries Solutions
See the world with “new” eyes
• Listen, observe & learn Make concepts tangible
• Ask why • Prototype solutions and artifacts
• Ethnographic research • Create and prioritize ideas
• Executive briefings • Get feedback
• Participant/Non-participant Observation Concrete • Refine concepts
• Direct customer connections
Based on Charles Owen’s original Design Thinking framework
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10. design thinking
Design thinking is
FUNDAMENTAL to customer driven innovation
Design + Design Thinking + Collaboration= Innovation
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13. listening and observing
Knowing when to stop talking and
start listening is crucial for discovering opportunities
Having customers to
regularly listen to is even more crucial
dynamicinnovation
14. listening and observing
Executive Briefings lead to
new opportunities from decision-makers
Advisory Councils lead to
new opportunities from end-users
dynamicinnovation
17. listening and observing
Conceptualize
Codify feedback • Sketch and model
• Understand the need • Measure against
• Collaborate Abstract
matrix
• Brainstorm other • Measure against
opportunities desired experience
• Define use matrix • Iterate
• Define experience
Frameworks Imperatives
Analysis Synthesis
Discoveries Solutions
Build prototypes
Executive Briefings • Refine concepts through
• Understand problem protos
• Ask other briefing Concrete
• Show to internal/external
participants about customers
problem • Iterate
• Ask Why • Measure outcomes and sell
dynamicinnovation
18. listening and observing
Solution: HP Quick Release
• Tool-free, 2-part bracket based on VESA standard
• IT can now remove and replace a displays in about a minute
But wait…there’s more!
dynamicinnovation
22. listening and observing HP Quick Release
ROI vs. ROi
return on investment vs. return on innovation
Product focused Solution focused
Short term return Long term return
Good for business Good for business and customer
Focused on results Sum of results
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25. listening and observing
“I’m not sure if I have a
workstation or not.?”
– workstation end user
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26. listening and observing
What do you do when your
prices are eroding and market position is at risk?
Ask why
Go observe
Then learn
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28. listening and observing
Abstract
Frameworks Imperatives
Analysis Synthesis
Discoveries Solutions
Concrete
Research outcomes codified into visual
design objectives to focus design direction
dynamicinnovation
29. listening and observing
Abstract
Frameworks Imperatives
Analysis Synthesis
Discoveries Solutions
Concrete
Concepts measured against design objectives and
distilled to the vital few.
Getting into 3D as soon as possible further focuses design.
dynamicinnovation
30. listening and observing
Abstract
Frameworks Imperatives
Analysis Synthesis
Discoveries Solutions
Concrete
Final solution defined and validated with customers
dynamicinnovation
32. concluding
innovation thoughts
innovation starts with the end in mind
never stop innovating…be creative in everything you do
never settle…if you settle you get what you settled for
change is constant…embrace it
follow your instincts…measure your results
just because you can do something doesn’t mean you should
discomfort is good…it means you’re on the right track
execute, execute, execute
dynamicinnovation
Before beginning, I want to put a frame around what you will hear about today.
HP is a large company made up of 3 divisions, but I will focus on PSGI do want to mention one thing thoughHP’s focus on innovation is company-wide and has developed training and support programs that has created an innovation ecosystemNot mandated, not a prescribed process, which is good. Managed through waterfalled business objectives.So let’s frame this a little closer<click>My group is responsible for the design of all HP and Compaq branded PCs and displaysThe focus of this talk will be centered on the business products sides, although not as exciting compared with consumer products, it is a heavily competitive, tightly constrained market with an awesome innovation storyAlthough tightly focused, the examples told here today represent the way HP PC business went from being considered commodities to being the worldwide leader.
At HP, innovation is a verb; an action word used to convey we never stop innovatingIt hasn’t always been this way. Don’t get me wrong, HP has a long innovation tradition, but it also hasn’t weathered change well.What I will reveal today is how PSG had to change it’s thinking to be more dynamic; able to outpace change
Not coincidence that we are talking during tough economic times. ID grew out of the depression Manufacturers needed differentiation to sell against competition
We have learned at HP, innovation has to be a comprehensive effort beyond individual disciplines and serial, distinct points along product lifecycleThe focus is how to use the tools of design and integrate them into an improved way of thinking <click>ID is hardware focused and product oriented, BUTThe problem solving tools and strategies of ID are what can be used to change the way we think
In order to get a more comprehensive designed experience…<click> Design Thinking was addedThe fusion of customer insight with the right technology and business acumen results in solid design presence and a world class experienceAnother way to look at this is the holes and toast model
HP has adopted this design thinking process from IIT.This is where not having a prescribed process pays off because it can be modified to suit our market-Starts broad and tapers to a final solution, also is iterative, working backward through the cycleThe innovation cycle is all or nothing, but yields results if followedNew opportunitiesUnarticulated user needsTaking shortcuts cross-axis yields undesirable results and will be as if you hadn’t used itFeature creepDrills and toasters thinkingTactical planning
Innovation doesn’t have to be big, expensive, or high-tech. It just needs to bring change that adds value to the customer in a way they hadn’t expected or seen before.
Executive briefings include studio visits- Use to keep design studio off limits and secretDiscovered the benefits of showing what we do outweighs the risksNeed to be careful- difference between buyer and end user
Customer had multiple HP displays on financial trading floor.Only maintenance personnel can touch equipment for servicingIT could not fix displays themselves because it required tools Maintenance takes a long time to service displays
A combination of an entrepreneurial design culture, collaboration between business units, and a shared vision enabled this to happenA true outcome of design thinking: iteration, validation, and designing the user experienceTo understand the innovation here, it’s best to show you…
A combination of an entrepreneurial design culture, collaboration between business units, and a shared vision enabled this to happenA true outcome of design thinking: iteration, validation, and designing the user experienceConsiderable palette/shipping savings per display boxIncreased attach rate of business PCs and displaysIncrease in VESA enabled PCs salesNew revenue streamTo understand the innovation here, it’s best to show you…
Aside from design thinking, the other significant factor here is the difference between ROI and ROi
Focus on return on innovation will have a greater return on investmentOne feeds the otherAnother way of looking at it is…
Sum of the parts spread across multiple BUs is greater than the return on investment for any one productIntegrating the innovation across product lines
HP workstations had an identity problem. The workstation looked very similar to a business PCCurrent workstation ID had been around for 7 years.Workstation management decided they needed to invest in IDNo design-focused research existed for this product category
Aside from an identity problem there were these issues as well. You can summarize this in one word- commodityThe workstations looked like business PCs and internally, there definitely was no visual difference. To understand the issue, we needed to <click>Workstation customer is different than PC customer and the product should reflect that and how we went from this <click> to this is a good story