Change by Design, Barry Katz, Tim Brown
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Barry Katz,Tim Brown

Change by Design

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In Change by Design, Tim Brown, CEO of IDEO, the celebrated innovation and design firm, shows how the techniques and strategies of design belong at every level of business. Change by Design is not a book by designers for designers; this is a book for creative leaders who seek to infuse design thinking into every level of an organization, product, or service to drive new alternatives for business and society.  schemas-microsoft-com:office:office” />
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Citater

Reza Faiz A Rahman
Reza Faiz A Rahmanhar citeretfor 10 måneder siden
Linear thinking is about sequences; mind maps are about connections.
Hana Kawalit
Hana Kawalithar citeretsidste år
Design thinking relies on our ability to be intuitive, to recognize patterns, to construct ideas that have emotional meaning as well as functionality, to express ourselves in media other than words or symbols.
Mie Marie Nielsen
Mie Marie Nielsenhar citeretfor 2 år siden
In 2004 Shimano, a leading Japanese manufacturer of bicycle components, was experiencing flattening growth in its traditional high-end road racing and mountain bike segments in the United States. The company had always relied on new technology to drive its growth. It had invested heavily in an effort to anticipate the next innovation. In the face of the changing market it seemed prudent to try something new, so Shimano invited IDEO to collaborate.
What followed was an exercise in designer-client relations that looked very different from what such an engagement might have looked like a few decades or even a few years earlier. Shimano did not hand us a list of technical specifications and a binder full of market research and send us off to design a bunch of parts. Rather, we joined forces and set out together to explore the changing terrain of the cycling market.
During the initial phase, we fielded an interdisciplinary team of designers, behavioral scientists, marketers, and engineers whose task was to identify appropriate constraints for the project. The team began with a hunch that it should not focus on the high-end market. Instead, they fanned out to learn why 90 percent of American adults don’t ride bikes—despite the fact that 90 percent of them did as kids! Looking for new ways to think about the problem, they spent time with consumers from across the spectrum. They discovered that nearly everyone they met had happy memories of being a kid on a bike but many are deterred by cycling today—by the retail experience (including the intimidating, Lycra-clad athletes who serve as sales staff in most independent bike stores); by the bewildering complexity and excessive cost of the bikes, accessories, and specialized clothing; by the danger of cycling on roads not designed for bicycles; and by the demands of maintaining a sophisticated machine that might be ridden only on weekends. They noted that everyone they talked to seemed to have a bike in the garage with a flat tire or a broken cable.
This human-centered exploration—which looked for insights from bicycle aficionados but also, more important, from people outside Shimano’s core customer base—led to the realization that a whole new category of bicycling might reconnect American consumers to their experiences as children. A huge, untapped market began to take shape before their eyes.
The design team, inspired by the old Schwinn coaster bikes that everyone seemed to remember, came up with the concept of “coasting.” Coasting would entice lapsed bikers back into an activity that was simple, straightforward, healthy, and fun. Coasting bikes, built more for pleasure than for sport, would have no controls on the handlebars, no cables snaking along the frame, no nest of precision gears to be cleaned, adjusted, repaired, and replaced. As we remember from our earliest bikes, the brakes would be applied by backpedaling.

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