When McKinsey starts talking digital banking and digital currency you know it is time to ask what your doing with it. Remember how long it took them to mentioned the web? Here's how to, digital cash, do it.
Thursday 28 August 2014
Soon the McKinsey Digital Bank? Practically. And here's how it's used.
Friday 22 August 2014
How "Things" Become Thoughts for New Designs - The Internet of Thigns.
Designed
devices are no longer disconnected by choice. They are designed that
way. Unless of course there is a path to connectivity and naturally
profitability. Here's how.
Recently in an article in Harvard Business Review - How the Internet of Things Changes Business Models we see the necessity to make changes of how connected devices interact with the world around us and our views on what a connected model of devices and objects means. With the advent of IBM's new Neural Network True North Chipset
the reality of not only an architectural changes, business changes, but
also design shifts in the way the new breakthroughs are born. Design
centric breakthroughs of course.
Tuesday 12 August 2014
Google Glass has a People Problem & Here's how to fix it: Design
Manufacturing,
distribution, marketing, and fashionista pole vaulters would make
Geoffry Moore proud, yet why hasn't google glass crossed the chasm? Design. And
here's how to fix it.
It's been a fire storm: who can make google glass work, the maker, the seller, the marketer, or the fashionista to make it cool? Google tried first, then Luxotica went for it, then came Ivy Ross, and Isabella Olson and finally the master of them all Diane von Furstenberg. Still no movement. Why?
It's not about how glass can be make cheaper or easier to manufacture. It isn't how glass can be shipped out fastest or without theft. It isn't about how glass needs to be bundled with services or features. It isn't about wither or not Giselle dons them at the beach. It's about the basic assumption of why they need to be put on at all, how easy it is to just put them on and have them provide immediate value, and what happens when you just take them off. You want the time, you look at your watch. You want to answer a call you pickup the phone. You want to take a picture you swipe left and hit one button on your smart phone. Glass has yet to figure this out. So how can it be accomplished? Call a designer.
Surprisingly New Media Design and Development: Diffusion of Innovations vs. Social Shaping of Technology by Leah A. Lievrouw makes it as clear as glass.
Friday 1 August 2014
McKinsey Manufactuing (Breakthroughs) & The Future of Graphics - Here's How
How can you see
future "innovations" from 10yrs ago now present day affecting your
reality? Easy. Find those that defined the future today from yesterday's
tomorrows.
Several institutes shape the way we live our lives. These think tanks feed government bodies, world leaders, and technology based drivers. Organizations such as "The Institute for the Future, have been shaping the way we look at health, interact with devices and soon, interact with nano-technology in all it's aspects. Just like the way that present day stunning graphic design examples influences products, services, and the way your customers look at brands and your firm. Want to know how your firm can profit? Start with a recent Fast Company article on Future Scenarios and the integration of emerging technologies details how future forward firms shape the way an entire emerging economy can arise from little more than videos and scenario planning and as utilized by McKinsey's manufacturing teams to give the all powerful heads up to those preparing for the manufactured products of the future.
Monday 21 July 2014
Small Innovations via International Verrified Manufactuers? As easy at 1,2, Scotland
How
many manufacturing directories are there? 1000's. Alibaba possibly the most comprehensive for China. But what if you're not producing
millions of units of X how do you find partners? Scotland has the
answer.
Earlier in the year, a new directory, Make Works, opened it's door with a substantial way to find top end manufacturers for small batch manufacturing. In fact, the site is quite a substantial resource for Scotland wide manufacturing and not only for small batch runs. On the heels of ETSY announcing Manufacturing Ties we see a shift to demand based not only on design and makers but in-country resources allowing small makers to retake the retail to manufacturing windows.
Well described in the Scholarly Journal Economics of Innovation and New Technology article "The Relationship Between Firm Size and Innovation Activity" we see the correlation and mechanisms for breakthroughs to happen and via the Make Works site we see a simple example of this with full resources, video's interviews and details to break the standard value chain establishing a tremendous possibility for retailers to re-engage small run capabilities allowing not normally known designers, and sellers to get goods to market that are heads and tails above Gucci and Prada for uniqueness and at a price consumers can handle.
Tuesday 15 July 2014
Want Clearer Direction for 5 Most Dangerous Creativity Myths. Here's how.
The mechanisms of creativity aren't just process, process process as many designers say - not a clear direction. Here are 5 basic Creativity Myths and a path to a clearer decisions when facing them.
1) Structure Kills Creativity
2) Yes is Best
3) Adding Resources Increases Output
4) Busy = Productive
5) Email is the Best Way to Collaborate
Taken independently we can surmise that moving slowly and methodically through ideas until output is achieved is not foreign to archeologists and anthropologists and should be the same with designers and R&D. Yes is best when it comes to improvisation but not culling the output to determine what will be produced. Throwing more hands at the same pot of potatoes to be pealed is also not accurate nor economically sound and certainly just because there are more hands being busy does not equal productivity. Naturally email as a mechanism collaboratively cannot be the case with disperse teams and limited capability to track that which is in process yet so many firms rely just on email as their mechanism for design collaboration.
Originally described in The 5 Most Dangerous Creative Productivity Myths we see the breakdown with a little more detail, but not so much as the research put into The Role of Creative Industries in Industrial Innovation detailing how the specific rise of the creative industries have been able to through specific internal mechanisms deliver specific ROI that non creative sectors cannot produce
1) Structure Kills Creativity
2) Yes is Best
3) Adding Resources Increases Output
4) Busy = Productive
5) Email is the Best Way to Collaborate
Taken independently we can surmise that moving slowly and methodically through ideas until output is achieved is not foreign to archeologists and anthropologists and should be the same with designers and R&D. Yes is best when it comes to improvisation but not culling the output to determine what will be produced. Throwing more hands at the same pot of potatoes to be pealed is also not accurate nor economically sound and certainly just because there are more hands being busy does not equal productivity. Naturally email as a mechanism collaboratively cannot be the case with disperse teams and limited capability to track that which is in process yet so many firms rely just on email as their mechanism for design collaboration.
Originally described in The 5 Most Dangerous Creative Productivity Myths we see the breakdown with a little more detail, but not so much as the research put into The Role of Creative Industries in Industrial Innovation detailing how the specific rise of the creative industries have been able to through specific internal mechanisms deliver specific ROI that non creative sectors cannot produce
Friday 4 July 2014
Google + DARPA Head + Banks = Motorola Modular Phones for Banks
Why would a DARPA
Head running Google Labs and ex Microsoft Surface Designer work
together? Modular swapable crypto/wallet phones.
When Google bought Motorola the colaboration seemed simple: more connected devices. But when Regina Dugan, the former director of DARPA teamed up with Daniel Makoski, founder of Google’s modular Project Ara phone it does not take too many extra dots to connect all the pieces. BitCoin esque, Google/Motorola hardware with advanced UI and swapable computation engines for constantly changing cryptographic standards. Now it's just wait and see time.
Monday 23 June 2014
5 Specific Forces Powering Innovation Not Just in Creative Firms
Crayons and Whiteboards aren't enough with distributed teams all investigating with the intent to demonstrate creative efficacy. What are the forces for creativity? Here's 5. And a few more.
Recently Fast Company detailed 5 basic steps for innovation (very much tied to New Product Development) to be grown in a firm. The Article "5 Forces that Power Exceptionally Creative Companies" leverage part of the work done at W.L. Gore, the makers and researchers behind Gortex. R&D at Gortex can be seen as the classic model of moving R&D to commercialization products in rapid succession and much like most firms focusing on this. What is interesting is how the 5 Forces model above focuses more on the advertising model. Regardless the suggestions seem appropriate if not an organizational blueprint - what a firm might be looking for in establishing divisions and output from R&D efforts.
1) Gravity: restoring and maintaining
2) Tension: Embracing and Maintaining
3) Heat: Applying and Maintaining
4) Speed: Increasing and Maintaining
5) Generosity: Instilling and Maintaining.
Oddly these are very reminiscent of an industrial factory model and not connected to the R&D models that are implemented by large scale enterprises able to produce 40% returns on 10% gross revenue investment in R&D. So how are they valuable?
By understanding the core structures of the firm and the output expected, we see, as very well defined in Define[ing] A Creative Agency the types of firms and how they approach powering innovation: Thinking & Researching, Defining and Developing, Manufacturing and Communicating about the previous steps.
Wednesday 11 June 2014
£0 to £6B deisgn powerhouse in 20yrs? How? £500K every day in R&D !
Juggling Design, R&D, New Product Development & success is a constant struggle. How can you formalize and secure success? Spend 10% of gross revenue on Skunks. Skunk works to be specific.
Pfizer does it. Alessi does it. Dyson does it. Dyson the vacuum design juggernaut spends 500K a day in R&D, has whole design teams that do nothing but experiment and are able to full commercialized what they are learning. In a recent article on Dyson Core77 digs into the process and learning systems created in successful R&D and Design teams. More specifically we see via Fast Company the basis for advanced Skunkworks teams:
1) Complete control of the works: no outside influences with the head reporting to the CEO
2) Small project teams of no more than 3-5 per project (1 pizza to feed the entire team model)
3) small number of connections with project: only necessary ancilliary team members
4) very simple drawing and drawing release system - design is at the heart of the process
5) minimum reports required as paperwork, emails, tracking limits doing the work
6) project must work in the field with users: else team rapidly loses competence to design alternatives
7) Access by outsiders to the project and its personnel must be strictly controlled by appropriate security measures including IP as well as no publish or perish alternatives
This combined with innovation models that engage design teams and design thinking models spell success for any type of firm. And most likely without the smell of skunks at work.
Pfizer does it. Alessi does it. Dyson does it. Dyson the vacuum design juggernaut spends 500K a day in R&D, has whole design teams that do nothing but experiment and are able to full commercialized what they are learning. In a recent article on Dyson Core77 digs into the process and learning systems created in successful R&D and Design teams. More specifically we see via Fast Company the basis for advanced Skunkworks teams:
1) Complete control of the works: no outside influences with the head reporting to the CEO
2) Small project teams of no more than 3-5 per project (1 pizza to feed the entire team model)
3) small number of connections with project: only necessary ancilliary team members
4) very simple drawing and drawing release system - design is at the heart of the process
5) minimum reports required as paperwork, emails, tracking limits doing the work
6) project must work in the field with users: else team rapidly loses competence to design alternatives
7) Access by outsiders to the project and its personnel must be strictly controlled by appropriate security measures including IP as well as no publish or perish alternatives
This combined with innovation models that engage design teams and design thinking models spell success for any type of firm. And most likely without the smell of skunks at work.
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