"Design briefs are an essential part of the design process. In fact, they mark the beginning of the design process, helping designers understand the business problem they are required to solve and businesses clarify what they need from a design project."
"A new video has been released to showcase Lithuania to foreign investors. The video was developed in collaboration with current investors and it presents the country as it is perceived through their eyes. It focuses on forward thinking people, who are full of ideas, drive and energy. People who are self–starters."
(26 September 2013, Invest in Lithuania)
"It might be over. Social–media companies drew only 2 percent of the venture capital headed to Internet–based enterprises last quarter, according to data published on Tuesday by CB Insights, a research firm that tracks venture–capital investment. In the two–year stretch that ended in the middle of 2012, social–media companies took in at least 6 percent of overall venture capital invested in Internet companies each quarter. But for three of the last four quarters, those social startups have brought in 2 percent or less (with the outlier quarter largely the result of a huge investment in Pinterest earlier this year). The peak came in the third quarter of 2011, when social companies led by Twitter took in 21 percent of the total $3.8 billion in Internet deals by venture capital firms."
(Joshua Brustein, 16 July 2013, Businessweek)
Fig.1 Andreas L avl42 (27 March 2012). "Skyline with Cranes" [http://www.flickr.com/photos/avl42/6880333552/].
"Tech City Map, created by developers at Trampoline Systems and designed by Playgen, pulls in streams of social network data for all of the businesses in the area to help analyse their influence. The Tech City Map follows in the footsteps of Matt Biddulph's original Silicon Roundabout map as well as Wired's very own version, produced in 2009."
(Olivia Solon and Nate Lanxon, 10 November 2011, Wired UK)
"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.