MSPE-IDEO-ho

8/3/2019 MSPE-IDEO-ho

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Project Innovation:An Example from IDEO

Karl A. SmithCivil Engineering University of Minnesota

[email protected]/~smith


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The Innovation Journey

VandeVen, Polley, Garud & Venkataraman, 1999.

The innovation journey is anonlinear cycle of divergent and

convergent activities that mayrepeat over time and at differentorganizational levels if resources

are obtained to renew the cycle, p.

16.


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IDEO Deep Dive Video

ABC NewsNightline - 7/13/99

Available FromABC News Store

www.abcnews.com

Kelley, Tom and Littman, Jonathan (2001) The art ofinnovation: Lessons in creativity from IDEO, America=s

leading design firm. New York: Random House


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IDEO The Deep Dive

IDEO has been identified asAmericas Leading Design Firm.

IDEOs special ingredients:Teams

Culture

Methodology


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IDEO The Deep Dive

Viewing Perspectives:Teams

Culture

Methodology

Videographer


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THE DEEP DIVEFive Days at

I

D

E

O


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Components of IDEO process

Creation of Hot Teams

Brainstorming

Rapid Prototyping

Observing & Listening from Customers

Thinking of products in terms of verbs,rather than nouns


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IDEOs Teams

Named Hot Teams.

Multidisciplinary.

Group leader is assigned based ontheir abilities to work with groups.


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Seven Secrets for Better Brainstorming

1. Sharpen the focus

2. Playful rules

3. Number your ideas

4. Build and jump

5. The space remembers

6. Stretch your mental muscles

7. Get physical


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Playful RulesOne conversation at a time

Stay focused on the task

Encourage wild ideas

Go for quantity

Be visualDefer judgment

Build on the ideas of others


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IDEOs Culture

Employees design their own workingareas.

Employees have interest and skills towork with a wide range of people.

No hierarchies.


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Build Your Greenhouse

BuildingNeighborhoods

Think Project, ThinkPersonal

Building Blocks

Inspiration from

AdversityPrototype Your space

Create a Team Icon

Watch Your BodyLanguage

Simple Team SpaceHierarchy is theEnemy of Team Space

Give Your Workers a

ViewTell Stories

Make Your Junk Sing


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Build Your Greenhouse

Building NeighborhoodsAreas of Congregation

Lounge / Common Area

MainstreetForced Interaction

Need for PrivacyQuiet Areas

Individuality


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Five steps to IDEOs innovation

Understand the market/client/technology/constraints

Observe real people in real situationsVisualize new-to-the-world concepts &ultimate customers

Evaluate & refine prototypesImplement new concept forcommercialization


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IDEOs Method

userdesirability

technicalfeasibility

businessviability

insights andopportunities implementation

Observation ImplementationPrototypingBrainstorming

www.ideo.com


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Innovation Resources

Additional Perspectives on Innovation:

DEC - Schein, Edgar H., et.al. 2003. DEC is dead: Long liveDEC The lasting legacy of Digital Equipment Corporation.San Francisco: Berrett-Koehler.

The Innovation Journey Van de Ven, Andrew H., Polley,Douglas E., Garud, Raghu & Venkataraman, Sankaran. 1999.The Innovation Journey. New York: Oxford University Press.

Organizational Change and Innovation Processes Poole,Marshall S., Van de Ven, Andrew H., Dooley, Kevin, and

Holmes, Michael E. 2000. Organizational Change andInnovation Processes: Theory and Methods for Research.New York: Oxford University Press.

Weird Ideas that Work Sutton, Robert I. 2002. Weird Ideasthat Work: 11-1/2 Practices for Promoting, Managing, andSustaining Innovation. New York: Free Press.


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DEC Culture of Innovation

The DEC culture emphasized:

Creativity

Freedom

Responsibility

Openness

Commitment to truth

Having fun

Culture is a complex force field that influences all of anorganizations processes. We try to manage culture but,in fact, culture manages us far more than we manage it,and it happens largely outside of awareness (p. 31).

Schein, Edgar H., et.al. 2003. DEC is dead: Long live DEC The lasting legacy of Digital Equipment Corporation. San Francisco: Berrett-Koehler.


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SuttonWeird Ideas that Work1. Hire Slow Learners (of the organizational code). 1-1/2 Hire People Who

Make You Uncomfortable, Even Those You Dislike.2. Hire People You (Probably) Dont Need3. Use Job Interviews to Get Ideas, Not to Screen Candidates4. Encourage People to Ignore and Defy Superiors and Peers5. Find Some Happy People and Get them to Fight6. Reward Success and Failure, Punish Inaction

7. Decide to Do Something That Will Probably Fail, Then Convince Yourselfand Everybody Else That Success is Certain

8. Think of Some Ridiculous or Impractical Things to Do, Then Plan to DoThem.

9. Avoid, Distract, and Bore Customers, Critics, and Anyone Who JustWants to Talk About Money

10. Dont Try to Learn Anything from People Who Seem to Have Solved theProblems You Face.11. Forget the Past, Especially Your Companys Successes.

Sutton, Robert I. 2002. Weird Ideas that Work: 11-1/2 Practices forPromoting, Managing, and Sustaining Innovation. New York: Free Press.

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