iGNITIATE delivers the iGNITE program with the US NAVY

iGNITIATE launches the iGNITE Design & Design Thinking Program with the US NAVY's Dept of Innovation Group, the Chief Of Naval Operations and Vice Admiral's team of 30 international commanders identified as candidates for Admiral. 

The iGNITE Program started in 2007 and in place at Ecole Nationale des Ponts et Chaussées ENPC PhD Engineering/MBA Program - France's Oldest Engineering University is currently running at several international universities and corporate programs and was combined with iGNITIATE's Strategize, Sketch & Ship model and applied to the US NAVY's Innovation Program to specifically uncover new product and services slated for rapid launch within the US Armed forces.

                               

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D-->DT-->DIY: Gregory N. Polletta Keynote at the Global DIY Summit

Please join me as I give the Keynote speech at the Global DIY Summit, a 2 day, conference at the Park Plaza Westminster Bridge Hotel, London, UK, Thursday June 11th & Friday June 12th detailing the intersection of design, design thinking and how this will shape the DIY firms of the future.  

This international conference has been attended yearly by over 500 Senior & C-Level Executives and Board members with 30 Industry Leading Speakers focusing on Design, Innovation Leadership, Finance and in the DIY world. 

                                

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When the Radio (Shack) Goes Fuzzy Even After A Redesign

With the innovation of electronics hardware being at the forefront of expansion in the early 20th century, Radio Shack soared. Now even with a redesign, the firm collapses. Why? Design Complexity. Here’s why.

In a recent article Inside RadioShack’s Slow-Motion Collapse we see the full story of how a market reactive firm, formally a market proactive firm, deigned itself right out of business. But why? The breakdown of the experimenter due to simplistic design no longer being at the fingertips of innovators and inventors. Why? The sheer complexity of design has made tinkering, designing and inventing out of the reach of most and certainly the average and very clearly detailed in The Appearance of Creative Behavior in Later Stage Design Processes but not if design thinking is embedded in the retail experience.

 

 

                  

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Design for “Intended and Anticipated” not Needed? Yes.

The attitude of “I’ll know it when I see it” or “They don’t know what they want until it exists” is usually at conflict with investors demands for ROI risk reduction. How can you beat this roadblock. Here’s how.

 

In Which Research in Design Creativity and Innovation? the breakdown of “new products should be designed for intended and anticipated consumer usages” shows the attitude of what people don’t even know they know they need. Why do designers do this? What is the purpose of creating what has not been created? Behavioral changes for philosophical vision and firms that do this succeed.

 

                  

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