In field theory it's not just field strength that determines particle movement, it's perturbations in the force. Literally. In R&D and NP&PD it's very much the same thing.
IBM had the wild ducks program ( later renamed the more socially acceptable IBM Fellows ) and which still exists today, and which was created to support and recognize individuals who break rules ( sometimes at their own career peril in more recent variations so as to show complete commitment to a specific course of change ) and so to achieve breakthroughs where others would not. In these cases, and with these individuals this is where significant contributions, including the Selectric typewriter, the Watson supercomputer, and the Fortran programming language just to name a few emerged. Where this breaks down ( or can break down ) is in the assumption that NPD ( New Product Development ) is bereft from ( even in the case of ' new now ' or ready for use now yet still not something that people are familiar with ) the peril of shifting from NPD to a more apt NP&PD model or New Product & Process Development system ( often ignored and rightfully so in the case of breakthrough and necessity situations ) and which assumes that processes, well established processed will be impacted. Which it always is.
Simply, NPD is not just step 2 of R&D where R&D is the precursor to NPD but where NPD or better yet NP&PD ( in it's most successful efforts ) works at the same tempo as R&D efforts. Where we see this so carefully detailed is in The Last Stage of Product Development where we come to understand that where people from NPD efforts are solely focused on the product itself and less on the actual changes that have to take place in Operations which often comes directly after the ability of R&D to show that products are even possible, we learn that this is due exactly to the idea that although internal implementation is the first ‘proof of the pudding’ this is best left to larger organizations who must validate amongst peers who depend on existing XYZ and from their entire departments and firms survival rather than in mavericks in the outside world situations.
Where this becomes more curious is how in many cases and as detailed in Complex Thinking & Transition Design where we see how in all phases of R&D and NP&PD those involved in explicit ideation and further down stream NP&PD efforts report the perception of the level of mastery of their complex thinking competency heightened with Ai based systems, and possibly, due to simply the conversational nature of such systems and processes. Is then just the idea of speaking smoothly and in the language and tone of a specific persons expertise enough to increase innovation acceptance? This seems to be highly correlated via a specific articulation and measurement of critical, innovative, scientific, and systemic thinking analysis, then testing and reporting on individuals " success " as part of the adaption of NP&PD efforts clearly coming from advanced R&D efforts when micro-interventions take place and which are systemically embedded in R&D and NP&PD efforts.
Where there are complexities in the idea of using individual response / awareness tools and balancing this with someones external competence with rapidly changing NP&PD situations based on design challenges / oriented goal sets expected and where personal responses / awareness is buffered by the implementation context itself ( of users of new products, firms stability, and a markets willingness to try new things etc,. ) we see where specific R&D is being leveraged to push defined use cases via out of the nor use cases, it seems then to be where mediation experiences via enhanced Ai systems and non linear R&D + NP&PD thinking and processes are able to move with much more fluidity and as detailed in Complex Thinking & Transition Design where we see Ai-based interventions via something as simple as awareness assessments breaking away from standard linear R&D + NP&PD effectiveness.
Where we see the idea of transition design as one method to deal with " wicked problems " where large groups of diversified stakeholders and their concerns at all numbers of layers of existing systems required multi-disciplinary and longitudinal interventions, alternative use case processes and a combination of non linear R&D + NP&PD efforts to effect change seem to allow greater breakthroughs to happen quicker and with more rapidity thus it's still a wild wild west ( awareness ) capability that essentially makes breakthroughs happen.
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