the art of innovation: This book introduce Nightline project secret and show successful examples in business market by perform progressively innovational business.
There isn't a business in America that doesn't want to be more innovative and creative in their thinking, products, and processes. At many companies, being first with a concept and first to market are critical just to survive. In The Art of Innovation, the general manager of the world-renowned design firm IDEO, Thomas Kelley, takes readers behind the scenes of this wildly imaginative and energized company to reveal the strategies and secrets it uses to turn out hit after hit.
IDEO doesn't believe in the myth of the lone genius working away in isolation, waiting for great ideas to strike. The fact is, as Kelley points out, everyone is creative, and the goal at IDEO is to tap into that wellspring of creativity among its employees. How does it do that? First, IDEO fosters an atmosphere conducive to freely expressing ideas, throwing out (most of) the standard rules, and freeing people to design their workspaces and environment to fit their personalities. It is IDEO's focus on teams that has resulted in its countless innovative breakthroughs?the constant give-and-take among people willing to share ideas and trust in the group process, dubbed "the deep dive" by IDEO. In entertaining anecdotes illustrating some of IDEO's own successes (and mistakes), as well as poineering efforts at other leading companies, Kelley shows how teams?usually in groups of twelve to twenty people?research and completely immerse themselves in every possible aspect of a concept or problem, examining it from the perspective of the companies they are designing for, from the perspective of safety, and from the perspective of consumers. In the course of the book, Kelley outlines the steps IDEO and other successful companies use to achieve successful problem solving:
impressive sentences to quote
- Innovation begins with eye --needless to say, the product success in market can be guaranteed by seeing, hearing directly without guess to market and target customers.
understand the market, the client, the technology, and the perceived constrains on the problem. Later in a project, we often challenge those constrains, but it’s important to understand current perceptions. P.6
Observe people in real-life situations to find out what make them tick: what confuses them, what they like. What they hate, where they have learnt needs not addressed by current products and services. P.6-7
Seeing and hearing things with your own eyes and ear is a critical first step in improving or creating a breakthrough product. We tipically call this process “ human factors” I prefer “human inspiration” or, as IDEO human factors experts Leon segar says, ‘ innovation begins with eye.” It’s general principle of human mankind. P.28 5-9
“why” and “why not?” question that lead to innovation. Whenever you are in that new-to-the experience mode, I would urge you to pay close attention and pecially the problems, the things that bug you.. we call these mental and jotted-down observation “bug list,” and they can change your life. P29 2-5
phase of the process. For new customer experience by using composite characters and storyboard-illustrated scenarios. In some cases, we even make a video that portrays life with the future product before it really exists.
Inspiration by observation
Open your eyes and you’ll be awakened to opportunities to improve products and services without even leaving your office.(p.35)
Little innovation
Sometimes even the best innovations fail because of simple, preventable miscalculation. Nothing can make a design team more humble than seeing its “great” idea scuttled because the team didn’t take the human factor into account. P44. (16-19)
- A child eyes
-We’re big advocates of principle we call “being left- handed,” devil-opening empathy for customer’s needs, even if those consumers are very different from yourself. By studying people of all ages, shapes, cultures, and sizes we’ve learned that the best products embrace people’s differences. P33 15-18
Take Kids, for instance. Today the best companies recognize the value of talking-and listening-to kids. More and more companies are putting their products into hands on teenagers, asking them to given them a test drive and report back. But we look at this secondhand data collection as better for marketing than for inspiration. We prefer getting kids down on the test track and watching them prototypes out of spin. - The perfect brainstorming
Visualize new-to-the world concepts and the customers who will use them. Some people think of the step as predicting the future, and it is probably the most brain-storming-intensive.
So if you say you already do brainstorming in your organigation, great, you’re on your way. But I believe you can deliver more value, create more energy, and foster more innovation through better brainstorming more often, weaving it into the cultural fabric of your organization. (p.55 16-21)
If you want to keep in shape, you want to keep in shape,you have to exercise your brainstorming muscles more than once a month, So find a suitable space, order some supplies. Get a good group together, and brainstorm up several dozen possible solutions to a problem that’s bugging you right now. (p.55 25-30)
Seven secrets foe 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- we now frequently bring “ show-and- tell” to a brain stormer to help us visualize the wide variety of options and materials that could be applied to session’s topic
7. Get physical – good brainstorming are extremely visual. They include sketching, mind mapping, diagram, and stick figure.
- MAKE PROTOTYPE( prototyping is the shorthand of innovation)
Prototyping, brainstorming, and observations. These are the fundamentals, the reading, writing, and arithmetric of innovation. Great teams provide the charge that makes these basic skills flow throughout a company.
But just as brainstorming doesn’t exist apart from teams, the process of innovation doesn’t happen in a vacuum. Innovation needs teams. And teams need places to thrive and grow.
(p.121 1-8)
