Developing computational design creativity systems? Possible? Yes.

Can the basis for creativity be automated to determine design success? Yes & here’s how.

By modeling the key characteristics of Besemer’s creative product semantic scale for product assessment we see three dimensions & nine attributes that can be used for judgments of what designs will make it and which won’t. In Developing computational design creativity systems the basis for such a system is outlined and presented as a roadmap and just a question of delivery.

                               

Visit the entire iGNITIATE blog history here   

. . . . . . . . . . .

The Gamification of Innovation

When it comes to creativity and innovation is it a game? Only when gamification is applied. Here’s why it just might effect the capability to bring true “game” changers to the users.

 

With the advent of turning creativity into a model for aggressive x vs. y team output comes the necessity to ask: is survival the model for envisioning the undefined. Memes and the scientific model require that reason and experimentation drive the creation of novel ways to solve complex end user value. In The Gamification of Innovation we see alternative models. The out come: anything but games people play rather ways to combat derailing models of distraction in getting to the meat of breakthroughs.  

Visit the entire iGNITIATE blog history here

. . . . . . . . . . .

Design Leaders – how to make them

Is there a delineation between designers and managers and can there be a back and forth training? Yes and no. 

In Delineating Design Leaders we see the clear identification and breakdown of the way that design and design managers are utilized. Can there be a difference in the way that these groups operate and the way they are able to encourage each other as a mechanism for further creative output? Yes. The key is content and creation. As evidence clearly uncovers, it is design leaders, who relentlessly focus on product and operate as a profoundly design-centric function involving a ‘hands-on’ approach. These individuals provide the vision that is catalyzed by actively leading designers and broader team members to produce differentiation and rapid change in response to demanding environmental factors [ibid].

  

                    

   

View All Of iGNITIATE's Design, iNNOVATION and iNSIGHTS here

   
      

###  

  ................................................................................ 

   

####

   
#iGNITIATE #Design #DesignThinking #DesignInnovation #IndustrialDesign #iGNITEconvergence #iGNITEprogram #DesignLeadership #LawrenceLivermoreNationalLabs #NSF #USNavy #EcoleDesPonts  #Topiade #LouisVuitton #WorldRetailCongress #REUTPALA #WorldRetailCongress #OM #Fujitsu #Sharing #Swarovski #321-Contact #Bausch&Lomb #M.ONDE #SunStar

How to manage creativity? 1300 managers from 19 countries can’t be wrong

What are the key factors to managing creativity in organizations? 8 key factors and women outscored men. Why? Nurturing & the patience to birth new ideas & products. Here’s how. 

With full details and a breakdown of the way that managers respond to the consistent development of unknown areas, How is Creativity Best Managed details eight managerial competencies that elicit creativity in subordinates & ranked according to how well they predicted desirable outcomes. The most valuable of eight managerial competencies proved to be: Provides Adequate and Appropriate Resources, and specifically that women outranked men in all areas. More shocking: metrics suggest that managers lack trainable

skills that are essential for encouraging workplace creativity: they manage. 

Visit the entire iGNITIATE blog history here

. . . . . . . . . . .

Hurricanes And Dolphins Getting The Most Out Of Design & Gender

What is the connection between gender and design? What are the ways gender can be used as a strategic factor in design and innovation. Here’s how. 

The functional mechanism for design and product languages is clearly detailed in

Hurricanes And Dolphins Getting The Most Out Of Design & Gender in how, by switching the product languages it was possible to highlight how gender values are connected to each design and each artifact and therefore a better connection with audiences for who products are designed. 

Visit the entire iGNITIATE blog history here

. . . . . . . . . . .

Internal innovation team are internal design consultancies. How?

How are firms that focus on innovation keep the flame alive? Creating and running their own internal design consultancies. 

When research turned to the investigation of how design thinking and design consultancies are able to keep creativity as a mechanism for continued growth alive, several key metrics were developed to measure this. In Identifying Challenges for Industrial Design Consultancy Services the underpinnings of this research is identified. With this, an exact model of how to keep the flame of design alive is articulated and enumerated. 

Visit the entire iGNITIATE blog history here

. . . . . . . . . . .

Want Design and Creativity? See how operating firms utilize it.

How are firms utilizing research as related to design creativity? By not ignoring the importance of innovation groups/team and their impact on a firms capability to launch

Which research in design creativity and innovation? details the underpinnings and specifics for the necessity to use an integrated approach to how design and creativity in an organization can be directly translated to ROI and quicker launch times for getting new products to market and in that a way to increase the likelihood of success in the market.

                                

View All Of iGNITIATE's Design, iNNOVATION and iNSIGHTS here

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Ready for VR Designed Products? Design is.

Oculus Rift purchased by Facebook and Google’s got Cardboard, the question is only when augmented reality will emerge. And where will it emerge most easily? Retail.

 

 

In the detailed analysis of: Technology acceptance modeling of augmented reality at the point of sale we see the full underpinnings of the key technologies and design implications for such an undertaking. The question now is the ubiquity and mechanisms for which new design paradigms are able to emerge for the basic use of such systems and in a manner where people are unable to live without it. Where will this hit first? Who will it hit first? Children are the leaders.

 

 

Visit the entire iGNITIATE blog history here

 

. . . . . . . . . . .

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.

                               

Visit the entire iGNITIATE blog history here   

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. 

                                

View All Of iGNITIATE's Design, iNNOVATION and iNSIGHTS here

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .