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Lean Startup and Entrepreneurship. Minder Chen, Ph.D. Professor of MIS Martin V. Smith School of Business and Economics California State University Channel Islands [email protected] Jan. 15, 2014. Clairvoyance. 汯ćŠć±ŻćçèȘȘæè§Łć. ă èȘȘæ ă æ° : ă汯 , éŁäčăè±Ąèžæšäčćç , 汯ç¶èéŁăă ćșćŠæ° : ă汯è , ç©äčć§çäčăă. - PowerPoint PPT Presentation
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Lean Startup and Entrepreneurship
Minder Chen, Ph.D.Professor of MIS
Martin V. Smith School of Business and EconomicsCalifornia State University Channel Islands
Jan. 15, 2014
Design Thinking: Creativity & Innovation- 3© Minder Chen, 2012-2014
汯ćŠć±ŻćçèȘȘæè§ŁćâąăèȘȘæăæ° : ă汯 , éŁäčăè±Ąèžæšäčćç , 汯ç¶èéŁăă
âąćșćŠæ° : ă汯è , ç©äčć§çäčăăćŸäžçŒèœ , ç Žćèćșă
çšźć , ćčŒèœç Žæź»èćș
ć°èĄš
çšźććŸäžçćșçæ č
æ čćèœéœæć±æČäčè±Ą , æèœć±èœäŒžç涔æ
Design Thinking: Creativity & Innovation- 4© Minder Chen, 2012-2014
汯ćŠ
ç»éĄ ç»èŸ ć°è±ĄèŸ
ćäč çŁæĄïŒć©ć± èČïŒć©ć»șäŸŻă éçŁæĄïŒćżèĄæŁäčă仄èČŽäžèł€ïŒć€§ćŸæ°äčă
ć äș 汯ćŠé ćŠïŒäč銏çćŠïŒćȘćŻïŒć©ćȘŸăć„łćèČäžćïŒććčŽäčćă
ć äșäčéŁïŒäčćäčăććčŽäčćïŒććžžäčă
ć äž ćłéčżæ èïŒæć „äșæäžăćććčŸäžćŠèïŒćŸćă
ćłéčżæ èïŒä»„ćŸçŠœäčăććèäčïŒćŸćïŒçȘźäčă
ć ć äč銏çćŠïŒæ±ć©ćȘŸïŒćŸćïŒæ äžć©ă
æ±èćŸïŒæäčă
äčäș ć±Żć ¶èăć°ïŒèČćïŒć€§ïŒèČć¶ă ć±Żć ¶èïŒæœæȘć äčă
äžć äč銏çćŠïŒæłŁèĄæŒŁćŠă æłŁèĄæŒŁćŠïŒäœćŻé·äč?
Design Thinking: Creativity & Innovation- 5© Minder Chen, 2012-2014
ć”æ„ vs. ćźæèČè§ććčŽïŒć€ȘćźèŹäŸèŁæ°ïŒăćžçäčæ„ïŒèć”èćźæć°éŁïŒăć°æžć·Šćć°æżçéœĄć°æ°ïŒă怩ć°èæ§ïŒçŸ€é競蔷ïŒæ»ç ŽäčéïŒæ°ćäčć ăç±æ€èšäčïŒèć”çșéŁăăéćŸ”ć°æ°ïŒăćžçäčè”·ïŒćż æżèĄ°äșïŒèŠćœŒæçĄïŒçŸć§æšæšïŒćæ”·æžćœïŒć€©æäșșèïŒäčäžçșéŁăç¶æąćŸäčćŸïŒćżè¶Łé©éžïŒçŸć§æŹČéèćŸćœčäžäŒïŒçŸć§ćæźèäŸćäžæŻïŒćäčèĄ°ćŒïŒæç±æ€è”·ă仄æŻèèšïŒćźæćéŁăăć€Șćźæ°ïŒăçéœĄæćŸæćźć€©äžïŒććè±èŠïŒćșèŹæ»èéäžçïŒæ仄èŠèć”äčéŁäčăéćŸ”èæćźć€©äžïŒæ źçé©éžäčç«ŻïŒćż èžć±äșĄäčć°ïŒæ仄èŠćźæäčéŁäčăä»èć”äčéŁæąć·ČćŸçŁïŒćźæäčéŁè ïŒç¶æèć Źçæ äčăăâćăćłć ąïŒăèČè§æżèŠăăćé珏äžă
Design Thinking: Creativity & Innovation- 6© Minder Chen, 2012-2014
ćŸœćäč柶èš
âąèźæžć„œïŒçćć„œïŒćžć„œäŸżć„œ ; âąć”æ„éŁïŒćźæéŁïŒç„éŁäžéŁă
äŸæș : ćźćŸœçćŸœć·ć€æ°ć± ( é»çžŁè„żéæ ) äžæćș·çćčŽéé çă汄çŠć ăïŒć»łć äžçć°èŻă
Design Thinking: Creativity & Innovation- 7© Minder Chen, 2012-2014
汯ćŠçžœè«ć”æ„ç¶è±ïŒćæŒćéȘïŒéŸć ¶ææïŒçŸ©çĄć饧ăç”ćäșșæïŒć»șç«ćéïŒæç·æèĄïŒææĄćžć ŽăæŹèĄĄææ©ïŒæéČæéïŒææćŸć€±ïŒçĄć ¶ćšæă
Design Thinking: Creativity & Innovation- 8© Minder Chen, 2012-2014
Mind and Handâą MIT's motto is "Mens et Manus," which translates
from the Latin to "Mind and Hand."
http://www.mensetmanus.net/mit-motto/motto.shtml
Design Thinking: Creativity & Innovation- 9© Minder Chen, 2012-2014
The Startup Ownerâs Manualâą A startup is a temporary
organization designed to search for a repeatable and scalable business model (under extreme uncertainty).
- Steve Blank, The Startup Ownerâs Manual
Steve Blank video at http://www.youtube.com/watch?v=6t0t-CXPpyM
Design Thinking: Creativity & Innovation- 10© Minder Chen, 2012-2014
Resources
âą http://theleanstartup.com/
âą http://steveblank.com/
âą http://steveblank.com/2012/11/27/open-source-entrepreneurship/
âą http://www.slideshare.net/sblank/lean-launchpad-educators-handbook-sept-2013
Design Thinking: Creativity & Innovation- 11© Minder Chen, 2012-2014
10 Top Ten MistakesMistakes of Entrepreneurs1. Multiplying big numbers by 1percent
2. Scaling too soon
3. Partnering
4. Pitching instead of prototyping
5. Using too many slides and too small a font
6. Doing things serially
7. Believing 51% = control
8. Believing patents =defensibility
9. Hiring in your own image
10. Befriending your VCs
11. Thinking VCs can add valueGuy Kawasaki, The Top 10 Mistakes of Entrepreneurshttps://www.youtube.com/watch?v=HHjgK6p4nrw
Design Thinking: Creativity & Innovation- 12© Minder Chen, 2012-2014Source: http://businessmodelgeneration.com/canvas
âą Describeâą Designâą Inventâą Validateâą Pivotâą Discuss
Video
Design Thinking: Creativity & Innovation- 13© Minder Chen, 2012-2014
Cash Flow
How
What
Who
Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation (Preview version), 2009.
Design Thinking: Creativity & Innovation- 14© Minder Chen, 2012-2014
Reverse Engineering Facebookâs Business Model with Ballpark Figures
http://www.businessmodelalchemist.com/
Design Thinking: Creativity & Innovation- 15© Minder Chen, 2012-2014
Questioning Business Model Components
Design Thinking: Creativity & Innovation- 16© Minder Chen, 2012-2014
âGet out of the building approachâ â It is not a business plan.
No startup business plan survived first contact with customers.
Validate Your Business Model
âą Most startups lack a structured process for testing their business model hypotheses.
Design Thinking: Creativity & Innovation- 17© Minder Chen, 2012-2014
A Starting Point of Innovation
A customer friction is a (re)discovered of relevant and often unmet needs in a recognizable situation from a target group.
â Adapted form http://www.innovationexcellence.com/blog/2011/07/08/solve-customer-frictions/
Design Thinking: Creativity & Innovation- 18© Minder Chen, 2012-2014
Three Attributes of User Experiences
âą Experience, Expectancy, Envy
âą Excitement, Enjoyment, Enforcement
âą Entertainment, Esthetic, Escape, Education
Design Thinking: Creativity & Innovation- 20© Minder Chen, 2012-2014
Hypotheses Testing and Insight
Hypotheses
Facts
Business Model
Design Thinking: Creativity & Innovation- 21© Minder Chen, 2012-2014
Learning and Assumptions Testing
Design Thinking: Creativity & Innovation- 22© Minder Chen, 2012-2014
Personaâą A persona is an archetype of
an organizationâs typical customer, and is defined primarily by a customerâs goals when interacting with the products. They are not real people, but are used to represent real users during the design process.
âą Products generally have a âcastâ of personas, ranging from 3 to 8, one of which is considered the primary persona. These are best presented as narratives. Providing a persona with real characteristics:
âą Nameâą Ageâą Photoâą Candid quotesâą Personal informationâą Work environmentâą Computer proficiencyâą Motivation for using the productâą Information-seeking habitsâą Personal and professional goals
âą Evokes a strong sense of empathy in the project team
âą Eliminates the need to design for an abstract, elastic âuser groupâ whose goals and needs are not fully understood
âą Facilitates user-centered design â the focus is now on the goals of your typical customer rather than the project team
Source: The ABCs of Personas: Design for People, Design for Success
Design Thinking: Creativity & Innovation- 23© Minder Chen, 2012-2014
The Customer Development Process
1. Try many times before you get it right. 2. It is OK to fail so plan to learn from it.3. Only move to the next stage when you learn
enough and reach the âescape velocityâhttp://www.ctinnovations.com/images/resources/Startup%20Owners%20Manual%20-%20BlankDorf.pdf
More startups fail from a lack of customers than from a failure of product development
Design Thinking: Creativity & Innovation- 25© Minder Chen, 2012-2014
The Lean Start-Up
Steve Blank, "Why The Lean Start-up Change Everything," HBR, May 2013. (link)
Design Thinking: Creativity & Innovation- 26© Minder Chen, 2012-2014
What Is Pivot?
âą Pivot: A change to business model component based on customer feedbacks. A pivot is not a failure.
âą Pivot is a structured course correction designed to test a new fundamental hypothesis about the product, strategy, engine of growth, etc.
â Eric Ries, The Lean Startup, 2013.
âą Pivots are vision driven.
Design Thinking: Creativity & Innovation- 28© Minder Chen, 2012-2014
MVP
âą In product development, the Minimum Viable Product (MVP) is a strategy used for fast and quantitative market testing of a product or product features. It is an iterative process of idea generation, prototyping, presentation, data collection, analysis and learning.
Design Thinking: Creativity & Innovation- 29© Minder Chen, 2012-2014
An MVP Example
Why is Dropbox more popular than other programs with similar functionality?
âąWell, letâs take a step back and think about the sync problem and what the ideal solution for it would do:
â There would be a folder.
â Youâd put your stuff in it.
â It would sync.
Source: http://michaelrwolfe.com/2013/10/19/why-is-dropbox-more-popular-than-other-programs-with-similar-functionality/
Design Thinking: Creativity & Innovation- 31© Minder Chen, 2012-2014
Startup vs. Large Company
http://steveblank.com/2012/03/05/search-versus-execute/
Design Thinking: Creativity & Innovation- 32© Minder Chen, 2012-2014
Lessons Learning
âą The search for the business model is the front end of the startup process
âą The goal is to find a repeatable/scalable model, and then execute
âą Customer and Agile Development are the processes to search and build the model
âą Execution requires operating plans and financial forecasts
âą Product management is the process for executing the model
âą This is true in the smallest startup or largest company
http://steveblank.com/2012/03/05/search-versus-execute/
Design Thinking: Creativity & Innovation- 33© Minder Chen, 2012-2014
Transition/Buyout
Transition/Buyout
Large Company
Large Company
ScalableStartup
ScalableStartup
Sustaining Innovation
âą Existing Market / Known customer
âą Known product feature needs
From Startup to Large Company Sustaining
Innovate or Evaporate
Disruptive Innovationâą New Marketâą New tech, customers, channels
Goal is to solve for: unknown customer
and unknown features Search Execute
Build
Exit Criteria- Business model found- Total Available Market > $500m- Can grow to >$100m/year- Can be Venture capital funded
Design Thinking: Creativity & Innovation- 34© Minder Chen, 2012-2014
The Lean Startup Method
âą Entrepreneurs are everywhere.
âą Entrepreneurship is management.
âą Validated learning.
âą Build-Measure-Learn.
âą Innovation accounting.
â Eric Ries, The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses, 2011.
Design Thinking: Creativity & Innovation- 35© Minder Chen, 2012-2014
SCRUM Process
Source: https://www.youtube.com/watch?v=WxiuE-1ujCM
Design Thinking: Creativity & Innovation- 36© Minder Chen, 2012-2014
Lean Startup = Customer Development + Agile Method
Design Thinking: Creativity & Innovation- 37© Minder Chen, 2012-2014
Investment Readiness: Levels 1 & 2
Hypothesesâą Value Proposition summarizedâą Canvas hypotheses articulated
Hypotheses
Design Thinking: Creativity & Innovation- 38© Minder Chen, 2012-2014
Investment Readiness: Levels 3 & 4
Problem / Solution Fitâą Problem Solution fitâą Low fidelity MVP
Hypotheses
Problem/Solution
Design Thinking: Creativity & Innovation- 39© Minder Chen, 2012-2014
Investment Readiness: Levels 5 & 6
Validateâą Product/Market fitâą Right side of canvas
Hypotheses
Problem/Solution
Product/Market fit
Design Thinking: Creativity & Innovation- 40© Minder Chen, 2012-2014
Investment Readiness: Levels 7 & 8
Validateâą Left side of canvas
Hypotheses
Problem/Solution
Product/Market fit
Design Thinking: Creativity & Innovation- 41© Minder Chen, 2012-2014
Investment Readiness: Levels 9
Metrics That Matter
Hypotheses
Problem/Solution
Product/Market fit
Left side of the canvas
Design Thinking: Creativity & Innovation- 42© Minder Chen, 2012-2014
Technology Readiness Level
Problem/Solution
Hypotheses
Product/Market Fit
Validate Right side of Canvas
Validate Left side of Canvas
Metrics that Matter
InvestmentReadiness Level
Design Thinking: Creativity & Innovation- 44© Minder Chen, 2012-2014
Innovatorâs DNAs
http://strategicorganizationdesign.com/the-innovator%E2%80%99s-dna-disruptive-research-disruptive-writing
Design Thinking: Creativity & Innovation- 46© Minder Chen, 2012-2014
http://www.ideo.com/images/uploads/news/pdfs/IDEO_HBR_Design_Thinking.pdf
Design Thinking: Creativity & Innovation- 48© Minder Chen, 2012-2014
what really countsmajor preoccupations, worries & aspirations
what friends saywhat boss sayswhat influences say
environmentfriendswhat the markets offers
attitude in publicappearancebehavior towards others
http://www.gogamestorm.com/?p=42http://www.slideshare.net/AdilsonJardim/empathy-map-poster-3201288
Empathy Empathy MapMap
GAINâwantsâ/needs, measures of success, obstacles
PAINfears, frustrations, obstacles
Customer (user)Empathy Map
Design Thinking: Creativity & Innovation- 53© Minder Chen, 2012-2014
Bagless Vacuum Cleaner
http://www.sciencefriday.com/playlist/#play/program/1716
Inventor James Dyson built 5,127 prototypes before completing his first bagless vacuum.
âFailures are interesting.â
Slogan "say goodbye to the bag"
Design Thinking: Creativity & Innovation- 54© Minder Chen, 2012-2014
Design Thinking Process by Stanford d.school / IDEO
âą http://dschool.stanford.edu/dgift/âą https://dschool.stanford.edu/groups/designresources/wiki/36873/attachments/8a846/ModeGuideBOOTCAMP2010.pdf
âTo create meaningful innovations, you need to know your users. Empathize and care about their lives.â
âFraming the right problem is the only way to create the right solution.â
âItâs not about coming up with the ârightâ idea, itâs about generating the broadest range of possibilities.â
âBuild to think and test to learn.â
âTesting is an opportunity to learn about your solution and your user.â
IDEO: Inspiration Ideation Implementation
Design Thinking: Creativity & Innovation- 55© Minder Chen, 2012-2014
Design Thinking
ProcessProcess
Design Thinking: Creativity & Innovation- 56© Minder Chen, 2012-2014
Design for Growth (D4G) Process and Tools
Design Thinking: Creativity & Innovation- 57© Minder Chen, 2012-2014
Design BriefProjectDescription
What is the problem or opportunity?Describe the project in a few sentences, as you would in an âelevator pitch.â
Scope What is within the scope of the project and what is outside it?What efforts sit adjacent to this particular project?
Constraints What constraints do you need to work within?What requirements must a successful solution meet?
Target Users Who are you designing for?Try to be as specific as possible. Whom do you need to understand? Why are they important?
ExplorationQuestions
What key questions will you need to answer through your research?What are you curious to learn about your stakeholders and how they think and behave?These may include stakeholder needs to understand better, emerging technical possibilities and new business models.
Expected Outcomes What outcomes would you like to see?Success Metrics How will you measure success?
Design Thinking: Creativity & Innovation- 61© Minder Chen, 2012-2014
Suitcases on Wheelsâą Wheels on a suitcase? So convenient, they're an unremarkable essential for
today's traveler. But in 1970, Bernard Sadow had trouble selling his rolling suitcase idea.
âą "I showed it to every department store in New York City and a lot of buying offices, and everybody said I was crazy. 'Nobody's going to pull a piece of luggage with wheels on it.' People just didn't think in those terms," Sadow said.
http://www.cnn.com/2010/TRAVEL/10/04/wheeled.luggage.anniversary/
Macyâs ads began promoting âthe Luggage That Glides.â
Design Thinking: Creativity & Innovation- 62© Minder Chen, 2012-2014
Rollerboardâą But it was also a time of huge change in the culture of travel, as a growing
number of people flew, airports became bigger and far more women began traveling alone, especially on business trips. It had taken a long time, but common sense and the quest for convenience prevailed. The suitcase acquired wheels; travelers no longer routinely needed porters and bellhops.
âą The Rollaboard was invented in 1987 by Robert Plath, a Northwest Airlines 747 pilot and avid home workshop tinkerer, who affixed two wheels and a long handle to suitcases that rolled upright, rather than being towed flat like Mr. Sadowâs four-wheeled models.
http://www.nytimes.com/2010/10/05/business/05road.html?_r=0
Design Thinking: Creativity & Innovation- 63© Minder Chen, 2012-2014
Pitstopâą Pitstop underway for Fernando Alonso at 2008 Chinese Grand Prix
Source: http://en.wikipedia.org/wiki/File:Alonso_Renault_Pitstop_Chinese_GP_2008.jpg
Design Thinking: Creativity & Innovation- 64© Minder Chen, 2012-2014
The Trick to Inventing a Better Ice Cream Scoop
The award-winning design for this "mouth-friendly" ice cream scoop came from observing that people tend to lick the utensil after use (you cannot learn about this by asking people only). by Zyliss, Swiss housewares company
Link
No sharp edges and no moving parts
Design Thinking: Creativity & Innovation- 65© Minder Chen, 2012-2014
PNC Virtual Money
âą Design for Generation Y
Video
Design Thinking: Creativity & Innovation- 67© Minder Chen, 2012-2014
Customer Journey MOTs : Netflix vs. Blockbuster
Design Thinking: Creativity & Innovation- 70© Minder Chen, 2012-2014
Qualitative Data
âą Healthways Well-Being Index based on quantitative data
â Emotional, physical, behavioral, work environmental, access to health resources, overall life outlook.
Design Thinking: Creativity & Innovation- 71© Minder Chen, 2012-2014
Personaâą A persona is an archetype of
an organizationâs typical customer, and is defined primarily by a customerâs goals when interacting with the products. They are not real people, but are used to represent real users during the design process.
âą Products generally have a âcastâ of personas, ranging from 3 to 8, one of which is considered the primary persona. These are best presented as narratives. Providing a persona with real characteristics:
âą Nameâą Ageâą Photoâą Candid quotesâą Personal informationâą Work environmentâą Computer proficiencyâą Motivation for using the productâą Information-seeking habitsâą Personal and professional goals
âą Evokes a strong sense of empathy in the project team
âą Eliminates the need to design for an abstract, elastic âuser groupâ whose goals and needs are not fully understood
âą Facilitates user-centered design â the focus is now on the goals of your typical customer rather than the project team
Source: The ABCs of Personas: Design for People, Design for Success
Design Thinking: Creativity & Innovation- 72© Minder Chen, 2012-2014
7 Different Personas and What Motivates Themâą Aware & Achieving, Me-Time Impoverished, Validation
Seeker, Enlightened and Discovering, Idle, Excuse Maker, Enabled
âą Monumental mobile app with gaming feature Daily Challenge
Design Thinking: Creativity & Innovation- 74© Minder Chen, 2012-2014
Design for Extreme Affordability âą Problem: 15 M premature and underweight babies
and many died.
âą Reasons: â Babies are so tiny they donât have enough fat to
regulate their own body temperature.
â Traditional incubators can also cost as much as $20,000âeach.
âą Goal: Design low-cost infant incubator for developing world
âą Field research:â Saw unused infant incubators in hospital in Nepal. Changing
design for hospitals and clinics to Rural mothers in their villages
â Heard mother is going to reduce temperature from 38oc to 30oc Changing the indicator to just OK
http://www.creativeconfidence.com/chapters/chapter-3
Design Thinking: Creativity & Innovation- 75© Minder Chen, 2012-2014
The Embrace Infant Warmer Is A Product With A Mission
http://embraceglobal.org/
ABC News 20/20 Video
Video from Embrace
$200
Paraffin (çłè )
Design Thinking: Creativity & Innovation- 76© Minder Chen, 2012-2014
Redesign MRI for Kids
âą GE 18 billion Heathcare Division
âą Multimillion-dollar magnetic resonance imaging (MRI) machines
âą Problem: Children are frighten by the MRI machine and 80% has to be sedated before scanning.
âą Action: Chief designer took âHuman-Centered Design and Innovationâ at Stanford d.school
âą Solution: Designing MRI machine Redesign and humanize the experience for kids (getting young patients safely and willingly through an MRI scan)
Design Thinking: Creativity & Innovation- 77© Minder Chen, 2012-2014
GEâs âAdventure Seriesâ MRI for Kids
GE's Adventure Series redesigns imaging equipment including MRIs, X-ray machines and CT scanners like the pirate-themed machine pictured here to make the procedures less scary for kids.
(Link)
Link
Design Thinking: Creativity & Innovation- 78© Minder Chen, 2012-2014
Swiffer â P&G and Contiuumâą âThere has got to be a better way to clean a floor.
Current mops are the cleaning equivalent of the horse drawn carriage â whereâs the car?â
Procter & Gambleâs 2nd most popular consumer product.
Design Thinking: Creativity & Innovation- 79© Minder Chen, 2012-2014
Hire a Milkshake
âą They were winning out over doughnuts, bagels, bananas, and boredom.
âą If a company can discover a job-defined market, it will generally be much larger than one defined by product category.
âFinding the Right Job for Your Product.â MIT Sloan Management Review, Spring 2007, pp. 38â47
Design Thinking: Creativity & Innovation- 80© Minder Chen, 2012-2014
Listerine PocketPaks
âą Addressing the consumer need for an easy-to-use, portable product that delivers a cleaner, healthier mouth -- a real solution, not a mask for bad breath.
âą $150 Millions first year sales
âą Original idea came from Japan
Design Thinking: Creativity & Innovation- 81© Minder Chen, 2012-2014
3M Masking Tapesâą Drew wanted to test a new batch of
sandpaper, so he visited an auto body shop in St. Paul,
âą Minn. When he entered the shop, he heard a group of workers cursing vehemently. He asked about the problem. Two-tone cars were popular then, but the effect required workers to mask certain parts of the auto body using a combination of heavy adhesive tape and butcher paper. After the paint dried, workers removed the tape â and often peeled away part of the new paint. Their labor was undone, and costs mounted for the customer.
âą 3M gives employees 15% of their time to work on their personal projects.
Design Thinking: Creativity & Innovation- 82© Minder Chen, 2012-2014
Frictions & Pains
âą 3M Post-it
âą âI keep losing my place in my music!â
http://invention.smithsonian.org/centerpieces/iap/inventors_fry2.html
Design Thinking: Creativity & Innovation- 83© Minder Chen, 2012-2014
Ptototypes
âą Eric Ries, author of The Lean Startup, calls such a prototype a minimum viable product, or MVPârepresenting the least amount of effort needed to run an experiment and get feedback.
âą Creativity requires cycling lots of ideas. The more you invest in your prototype and the closer to âfinalâ it is, the harder it is to let go of a concept thatâs not working.
âą Prototyping quickly and cheaply also allows you to keep multiple concepts alive longer.
âą Boyleâs Law (named after one of IDEOâs master prototypers, Dennis Boyle): never go to a meeting without a prototype.
Design Thinking: Creativity & Innovation- 84© Minder Chen, 2012-2014
Why Designers Should Never Go to a Meeting Without a Prototype
a project with Sesame Workshop to develop Elmoâs Monster Makerâan iPhone app that leads young children through the process of designing their own monster friend. They had an idea for a new dance feature in which kids could guide Elmo through different dance moves in sync with a simple music track.
Link
Design Thinking: Creativity & Innovation- 86© Minder Chen, 2012-2014
GUI and Mouse
âą Doug Engelbart of the Augmentation Research Center in Palo Alto developed the computer mouse and graphical user interfaces.
http://www.newyorker.com/reporting/2011/05/16/110516fa_fact_gladwell
Design Thinking: Creativity & Innovation- 87© Minder Chen, 2012-2014
Xerox PARC and Apple Macintosh
âą Following PARC the first GUI-centric computer operating model was the Xerox 8010 Star Information System in 1981, followed by the Apple Lisa (which presented the concept of menu bar as well as window controls) in 1983, the Apple Macintosh 128K in 1984, and the Atari ST and Commodore Amiga in 1985.
Design Thinking: Creativity & Innovation- 88© Minder Chen, 2012-2014
A Mighty Mouseâą the Xerox mouse had three buttons, was complicated, cost
$300/$400 apiece, and didnât roll around smoothly
âą Jobs went to a local industrial design firm, Hovey-Kelley Design (i.e., IDEO now), and told one of its founders, Dean Hovey, that he wanted a simple single button model that cost $15, and he want to be able to use it on Formica and his blue jeans.
âą âtake a piece of technology developed by some of Silicon Valleyâs greatest minds, dramatically improve its reliability and cut its price by more than 90 percent.â
http://www.stanfordalumni.org/news/magazine/2002/marapr/features/mouse.html
SRI had licensed the mouse patent to Apple for something like $40,000."
Design Thinking: Creativity & Innovation- 89© Minder Chen, 2012-2014
Design of the Mouse: IDEO
âą The mouse, Hovey says, âhad the right balance of â mechanical design,
â ergonomic design,
â software design
â and electronic design
âą that really mapped well with the generalist, mini-da Vincis that Hovey-Kelley had. Even down to the tactile aspect of the click.â
Design Thinking: Creativity & Innovation- 90© Minder Chen, 2012-2014
Design via Prototyping
âą Construction play
âą Thinking with Your Hands
âą Low-resolution prototype
Hovey estimated their consulting fee at thirty-five dollars an hour; the whole project cost perhaps a hundred thousand dollars.http://www.stanfordalumni.org/news/magazine/2002/marapr/features/mouse.html
Design Thinking: Creativity & Innovation- 91© Minder Chen, 2012-2014
Who Invented the Mouse?
âą Creative Visionary: Doug Engelbart at SRI
âą Inventor of New Products: Xerox PARCâ A decentralized, bottom-up entrepreneurial culture
âą Innovator for Commercial Market: Appleâ Organizations with resource constraint and constant threat
http://www.newyorker.com/reporting/2011/05/16/110516fa_fact_gladwell?printable=truehttp://en.wikipedia.org/wiki/Douglas_Engelbart
Design Thinking: Creativity & Innovation- 92© Minder Chen, 2012-2014
Design with Intention
âą Designers always act with intention. While others may unconsciously go with the default option, design thinkers make everything a conscious and original choice: from how they arrange their bookshelf to how they present their work.
âą Steve Jobs never took the path of least resistance. He never accepted the world âas is.â He did everything with intentionality. No detail was too small to escape his attention.
âą (Link)
âą http://www.ideo.com/work/
Design Thinking: Creativity & Innovation- 93© Minder Chen, 2012-2014
Genius Barâą Best service experiences: Four Seasons or Ritz-
Carlton Hotel.
âą Johnson sent his first five store managers through the Ritz-Carlton training program.
âą Genius Bar: Replicating something between a concierge desk and a bar in a hotel.
Design Thinking: Creativity & Innovation- 94© Minder Chen, 2012-2014
Courtyard by Marriott Bistro Lobby Concept
Link Video
Design Thinking: Creativity & Innovation- 95© Minder Chen, 2012-2014
Five Guest-enabling Brand Principles
âą Focus on working smarter and anticipating needs
âą Instill pro-activity to let personality shine
âą Enable guests to feel comfortable in public spaces using subtle gestures
âą Provide options and a sense of control
âą Aim to help guests feel refreshed, refueled, and recharged
Design Thinking: Creativity & Innovation- 96© Minder Chen, 2012-2014
Courtyard by Marriott Check-in Counter &GoBoard
http://www.ideo.com/work/redesigned-courtyard-lobby-experience
Design Thinking: Creativity & Innovation- 97© Minder Chen, 2012-2014
Four Core Principles of Successful Innovation
âą PRINCIPLE 1: Build Innovations around Experiences
âą PRINCIPLE 2: Think of Innovations as Systems
âą PRINCIPLE 3: Cultivate an Innovation Culture
âą PRINCIPLE 4: Adopt a Disciplined Innovation Process
Design Thinking: Creativity & Innovation- 100© Minder Chen, 2012-2014
Design-Driven Innovation
Desirability(Human)
Feasibility
(Technology)
Viability(Business)Connecting Connecting
the Dots âŠthe Dots âŠ
Customer Customer DevelopmentDevelopment