In Democratizing Innovation, Eric Von Hippel, Professor and Head of the Innovation and Entrepreneurship Group at the MIT Sloan School of Management, looks closely at this emerging system of user-centred innovation. He explains why and when users find it profitable to develop new products and services for themselves, and why it often pays users to reveal their innovations freely for the use of all.
Download the book for free (Creative Commons License)
Related: Von Hippel interviewed in The Feature on his new book
They thrive at online music sites, they’re sold in record stores, they connect strangers across the Internet. And just this month, speculation was rampant that they might soon be coming to iPods, the hand-held devices that are obsessing an increasingly large segment of the population.
The training included an introductory lecture on usability and some simple demonstrations of reviewing various types of voting equipment for usability issues. The powerpoint slides for the lecture are available here (452 kb).
The Department has meanwhile also set up a pilot programme where the public can participate in a mock election (pdf of press release, 148 kb) conducted outside San Francisco’s city hall.
The website of his company provides a rich overview of case studies and articles, of which I would like to draw attention to the Samsung case study. It describes how they helped the Korean company innovate wireless devices of the future using research and contextual observation (see also pdf).
The Knowledge Economy as we know it is being eclipsed by something new — call it the Creativity Economy. Even as policymakers and pundits wring their hands over the outsourcing of engineering, software writing, accounting, and myriad other high-tech, high-end service jobs — not to mention the move of manufacturing to Asia — U.S. companies are evolving to the next level of economic activity: creating consumer experiences, not just products; reconceiving entire brand categories, not merely adding a few more colors; and, above all, innovating in new and surprising arenas.
Online extra: old needs, new ideas slide show
Paradigm shifts have not just replaced products, they’ve revamped the markets the items sell in. Take a look at some of these transformations.
Online extra: bringing innovation to the home of Six Sigma
Says GE CEO Jeff Immelt: “We want to make it O.K. to take risks”
Online extra: toolbox for the creative corporation slide show
The problems and their solutions, the mistakes and the lessons to draw from them — and the rewards of creativity.
The brand wizard: Yves Behar
fuseproject, San Francisco
The transformer: Beth Comstock
General Electric Co., Fairfield, Conn.
Mr. metrics: Larry Keeley
Doblin Group, Chicago
The experience guy: David Rockwell
Rockwell Group, New York
DNA decoder: Sohrab Vossoughi
Ziba Design, Portland, Ore.
The coach: Jeneanne Rae
Peer Insight, Alexandria, Va.
The academic: Roger Martin
Joseph L. Rotman School of Management, University of Toronto, Ont.
Tomorrow’s B-School? It might be a D-School
Business schools are hooking up with design institutes — or starting their own.
Online extra: design’s new school of thought
IDEO’s David Kelley is building a “D-school” that aims to put students in direct contact with the people they’re designing for.
Online extra: 3M: reading between the lines
When customers said they needed bigger batteries to power larger computer
screens, 3M figured they really needed brighter displays. It was right.
Online extra: P&G’s quest for “wow” design
CEO Lafley is pouring resources into making consumer products a hothouse for innovation and probing deeper into customers’ psyche.
Sarnoff is one of many Western tech research outfits that have turned to India for its combination of low labor costs, big brains, and English speakers the likes of which are available nowhere else in the world. Notables including Microsoft, Google and IBM face plenty of challenges, but they’re convinced that their investments in Indian research will pay off handsomely in the end.
A Pew Internet and American Life Project study found online teens are increasingly tech-savvy.
Nearly nine out of 10 teenagers say they use the net, up from 74 percent in 2000, according to the Pew study.
A company’s most important asset isn’t raw materials, transportation systems, or political influence. It’s creative capital—simply put, an arsenal of creative thinkers whose ideas can be turned into valuable products and services. Creative employees pioneer new technologies, birth new industries, and power economic growth.
class=”body”Professionals whose primary responsibilities include innovating, designing, and problem solving—the creative class—make up a third of the U.S. workforce and take home nearly half of all wages and salaries. If you want your company to succeed, these are the people you entrust it to. That much is certain.
What’s less certain is how to manage for maximum creativity. How do you increase efficiency, improve quality, and raise productivity, all while accommodating for the complex and chaotic nature of the creative process?
In an informal debate on “Design and Social Policy”, the July meeting of AIGA Experience Design in London weighed up just how far designers should be engaged in the political practices of shaping society.
Talking from the front bench were panellists: Ben Rogers, Associate Director/Head of the Democracy team at the ippr; Richard Eisermann, Director of Design and Innovation at the Design Council and James Woudhuysen, Professor of Forecasting and Innovation at De Montfort University.
Mark Anderson just might be one of the most influential technology futurists around. His weekly newsletter, Strategic News Service (SNS), is widely read by a who’s who of investors and tech visionaries.
Featuring a Philips Brilliance CT (computed tomography) scanner in a room with curved walls, it lets young patients choose a theme – or ‘ambient environment’ – for the room by waving a radio frequency card over a reader to project cartoons and animation themes onto the walls and ceiling using Philips technology. They can also use the Kitten Scanner.
The fifty-seven patterns are adaptable to local ecosystems and cultures, yet universal in their applicability.