How are breakthroughs accomplished? Does it have to be Chaos? Is it as smooth as linear steps? Either can be just as hard as running on Jupiter or jumping on the moon but both require a specific set of tools and effort. In “Modelling Product Innovation Processes, from Linear Logic to Circular Chaos” exact tools such as The Delft Model and Schon’s Model are compared and a reviewed. In combination is where the true genius is revealed.
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The issue with an adoption, a plant, a friend, a child, and entirely new effort for a firm is the way that the innovation is integrated with the overall firm itself. The dilemma of when to bring it into fuition, how to get others to also adopt it and champion is well documented in “The Dynamics of Factors Affecting the Adoption of Innovations” providing necessary tools to make innovations happen while avoiding the disadvantage of facing the risks of failure.
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Skimming, Penetration, and Bullying surprisingly might be something that you would think are playground models for interaction when actually it is well within the range of how ground breaking designs are also taken to market. In “Industrial New Product Launch Strategies and Product Development Performance” we see a myriad of tools which makes this all possible and well proven in the real world.
In “Design Agility” we see the basis for all design and new product efforts: higher energy levels, utilizing a systematic approach, how aesthetic conjectures and refutations allow for possible new directions in development and investigations, paradigm shifts of thought and market acceptance, the necessity to focus on quality and feedback, concurrent engineering capabilities, the agility of the organization to move forward quickly and efficiently, with a robust design and new product development effort, along with sub-system decoupling activities.
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It is often that small firm production efforts are stunted by the resources and discipline of large firm new product development team efforts. But how can this be mitigated? A full breakdown of the efforts and tools used to combat this is well documented in “Product design and development in small firms” and perfect for small team development efforts.
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It’s often that designers are called upon to show what can’t be done, what hasn’t been done and essentially how these two situations can be solved. The underlying issue is of course how to do that in a time frame that is possible and within market reality. In “He’s Got Star Trek” vision different mechanisms are evaluated by firms that consistently are able to make this happen. A well detailed toolbox for success.
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The notion of what design is becomes hotly debated however from the perspective of doing what’s never been done before, the role is as the driver. In the landmark study “The Role of Design in Technological Innovation” we see a series of tools and mechanisms of how this can be applied to all aspects of the new product design process. A simple and detailed toolset.
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How are designers, external and internal capable of maximizing a firms chance of not only creating, manufacturing, but elevating the parent firm to market success? The way designers are organized within the firm and herded like cats. A recent breakdown of a balanced model for organizing and dealing with the challenges of designers is detailed in “External designers in product design processes of small manufacturing firms” an excellent tool in dealing with the myriad of challenges in New Product Development.
Why do some firms succeed in launching game changing products and services? How can any firm learn to do the same. In “Design as a knowledge agent How design as a knowledge process is embedded into organizations to foster innovation” we see the entire process outlined and detailed and to understand the mechanisms and details of how Italian firms have done this for centuries.
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It isn’t too hard to see how epicenters push shockwaves to lower lying areas and then reflect back along the lowest point and shortest possible route and exactly similar to the way Stanford interacts with Silicon valley design leaders. In a recent article “SRI’s Curt Carlson Wrote the Book on Innovation” we see the absolute basics and fundamentals of how SRI has moved breakthroughs to the market faster than any other Silicon Valley long view firm. Regardless of model, it’s Curt’s simple and direct mechanisms that have allowed this to create consistent output outpacing the market.