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Which clippings match 'Radical Innovation' keyword pg.1 of 2
26 OCTOBER 2014

Donald Norman: The Research-Practice Gulf

"There is a great gulf between the research community and practice. Moreover, there is often a great gull between what designers do and what industry needs. We believe we know how to do design, but this belief is based more on faith than on data, and this belief reinforces the gulf between the research community and practice.

I find that the things we take most for granted are seldom examined or questioned. As a result, it is often our most fundamental beliefs that are apt to be wrong.

In this talk, deliberately intended to be controversial. I examine some of our most cherished beliefs. Examples: design research helps create breakthrough products; complexity is bad and simplicity good; there is a natural chain from research to product."

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2010abstract models • applied social science • appropriately complex representationbreakthrough innovation • breakthrough products • call to actionChicagocomplexitydesign and innovationdesign communitydesign conferencedesign practicedesign research • design research conference • designer-centred designdisruptive innovationdogmaDonald Normanethnographic design approach • existing product categories • failure of design research • fundamental beliefs • generalised modelsHCDhuman-centred designideation • IIT Institute of Design (ID) • Illinois Institute of Technology (IIT) • incremental innovationinnovation process • innovative breakthroughs • keynote address • product developmentradical innovationrapid prototypingreal-world designreal-world projectsresearch communityresearch-practice gulf • results-driven • simplicitytesting perpetuates mediocrity • translational engineering • translational sciencewhat designers do • what industry needs

CONTRIBUTOR

Simon Perkins
12 SEPTEMBER 2013

Phone Bloks: user customisation through modular design

"Phone components all sharing a common purpose. You may be wondering if is really possible to design and manufacture a modular blok phone cost effectively? We believe it is, and we are asking for your support so that you can be directly involved in making this project a reality. Check out the incredible ideas we're working on in the PhoneBloks video, and think about how this would change your future cell phone upgrade plans."

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2013block • blok phone • brickcell phonecomponent systemcrowdfundingcustomisable • customisation • Dave Hakken • design responsibilitydisposable consumptionflexible designs • interchangeable parts • KickstarterLEGOmodular designmodular structuremodular systemmodularity in designpartphone • Phone Bloks • phone upgrade • PhoneBloks • planned obsolescenceproduct designradical innovationrecombinantreconstructive modelreplacementsmartphonesocial enterprisespeculative designstart-up businesssustainable design principlestechnology innovationtransformable • upgrade • upgrade plans • user customisation

CONTRIBUTOR

Simon Perkins
22 AUGUST 2013

Insanely Great Macintosh: Steve Jobs' 1984 Macintosh Introduction

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CONTRIBUTOR

Simon Perkins
20 FEBRUARY 2013

Media technology convergence: from Desktop to mobile

"When that Apple II came out, it really could do nothing. It could show text and after we waited a bit, we had these things called images. Remember when images were first possible with a computer, those gorgeous, full–color images? And then after a few years, we got CD–quality sound. It was incredible. You could listen to sound on the computer. And then movies, via CD–ROM. It was amazing. Remember that excitement? And then the browser appeared. The browser was great, but the browser was very primitive, very narrow bandwidth. Text first, then images, we waited, CD–quality sound over the Net, then movies over the Internet. Kind of incredible. And then the mobile phone occurred, text, images, audio, video. And now we have iPhone, iPad, Android, with text, video, audio, etc. You see this little pattern here? We're kind of stuck in a loop"

(John Maeda, TEDGlobal 2012)

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CONTRIBUTOR

Alise Piebalga
02 JANUARY 2013

Facing ambiguity differently across design, business and technology

"team[s] of students of mixed disciplines worked together to understand and map a problem–space (identified by the client). They then defined a solution–space before focussing on a particular opportunity outcome. The range of projects included incremental innovation opportunities represented by the Lego and Hasbro projects through radical Philips work to truly disruptive work with Unilever. The studies confirmed stereotypical view points of how different disciplines may behave. They showed that design students were more (but not completely) comfortable with the ambiguous aspects associated with 'phase zero' problem–space exploration and early stage idea generation. They would only commit to a solution when time pressures dictated that this was essential in order to complete the project deliverables on time and they were happy to experiment with, and develop, new methods without a clear objective in mind. In contrast, the business students were uncomfortable with this ambiguity and were more readily able to come to terms with incremental innovation projects where a systematic approach could be directly linked to an end goal. The technologists, were more comfortable with the notion of the ambiguous approach leading to more radical innovation, but needed to wrap this in an analytical process that grounded experimentation. Meanwhile, the designers were unclear and unprepared to be precise when it came to committing to a business model. "

(Mark Bailey, 2010, p.42)

Bailey, M. (2010). "Working at the Edges". Networks, Art Design Media Subject Centre (ADM–HEA). Autumn 2010.

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2007ADM-HEAambiguityambiguity and uncertainty • ambiguous approach • analytical processapproaches to ambiguitybusinessbusiness modelclear objectivesclient needscollaboration • core competency • Cox Reviewdecision making • design outcome • design teamsdesign thinkingdisciplinary culturesdisciplinary knowledge • disruptive work • Dorothy Leonard-Barton • end goal • grounded experimentation • Hasbro • idea generationincremental innovationinnovation practice skillsinterdisciplinarityinterpretive perspective • learning cultures • LEGO • multidisciplinary design • multidisciplinary teamsNorthumbria Universityopen-ended process • pedagogical cultures • phase zero • Philips Researchproblem-solvingproblem-solving • problem-space • project deliverablesproject teamsradical innovationrequirements gatheringsolution-space • sub-disciplinary specialisation • systematic approach • T-shaped individuals • T-shaped people • T-shaped skillsthinking stylesUnileverworking methodsworking practices

CONTRIBUTOR

Simon Perkins
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