Not Signed-In
Which clippings match 'Business' keyword pg.1 of 8
21 OCTOBER 2013

Design briefing for SMEs

"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."

1

TAGS

businessbusiness analystbusiness consultant • business focused briefs • business problem • clear project objectivesdesign brief • design briefing • Design Council (UK)design processdesign projectdesign teamdomain expertexplicit objectivesexplicitly definedlingoPeter Phillipsproblem-oriented thinkingproblem-solvingproject definitionproject designproject goalsproject objectivesrequirements gathering • small and medium enterprise • small and medium-sized business • small company • SMB • SMETLAwriting a design brief

CONTRIBUTOR

Simon Perkins
26 SEPTEMBER 2013

A New Video to Present Lithuania's Business Environment

"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)

1

TAGS

2013awareness raisingbrand experiencebrand identitybrand recognitionbusiness • business environment • country brandscountry showcasedestination brand identitydestination brandingdestination imageeconomic growth • economic investment • economy • financial investment • foreign investmentinfrastructure • Invest in Lithuania (agency) • invest in people • Lithuaniamodern economy • Republic of Lithuania • skilled workforceworkforce

CONTRIBUTOR

Simon Perkins
17 JULY 2013

The Social-Media Bubble is Quietly Deflating

"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/].

1

TAGS

2012ads • Anand Sanwal • Ashlee Vance • banner ad • big dataBloomberg BusinessweekBloomberg LPbusiness • CB Insights • click-through ratecloud computing • consumer-oriented application • e-commerce • economic bubble • Facebook • financial bubble • grouponInternet boom • Internet bubble • market bubble • NASDAQPinterestpredictions • price bubble • Silicon Valleysocial media • social media bubble • social media companies • social media startups • speculation • speculative bubble • Twitterventure capital • venture capitalists • Zynga

CONTRIBUTOR

Simon Perkins
05 JANUARY 2013

Visualising interconnectedness through social network streams

"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)

1

TAGS

2011 • academic partners • affinityAmazon.combusinessbusiness community • Central London • chartCiscoCity University Londoncluster mapping • creative startup • data visualisationDavid Camerondiagrameast LondonEast London Tech CityEric van der KleijFacebookGoogle IncGoogle MapsGreenwichHackneyhubImperial College Londoninformation visualisationIntelinterconnectedness • Islington • LondonLoughborough Universitymap • Matt Biddulph • media companiesnetwork • Newham • next-generation applications • next-generation services • Old Street • Old Street roundabout • Olympic Legacy Company • Olympic Park • Playgen • Qualcomm • Queen Elizabeth Olympic Park • relatedness • retweets • ShoreditchSilicon Roundabout • Silicon Roundabout map • Silicon Valleysoftware companiesstart-up business • Stratford • Tech City • Tech City cluster • Tech City Map • technology companies • Tower Hamlets • Trampoline Systems Ltd • Twitter streamUK • UK headquarters • University College LondonvisualisationVodafoneweb of connections

CONTRIBUTOR

Simon Perkins
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.

1

TAGS

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
Sign-In

Sign-In to Folksonomy

Can't access your account?

New to Folksonomy?

Sign-Up or learn more.