Balance |
In the chapter 5, the author gives us some examples about how to balance the creativity and reliability. The furniture company in Michigan, Herman Miller Inc., tried to use design thinking to build up the culture of this company. Hence, the company did not focus on the finance of selling numbers, (of course they care about the numbers, but they didn't let the finance issues control the culture) but on the product design. Furthermore, they gave designers full power to research "What is the chair of the future? What is the chair people really need?" In this case, the CEO, Hugh De Pree, tried to introduce "design" into the company's culture and even the strategy.
Comparing to some companies in Taiwan, for example, HTC, this year this company faced the most selling depression. The CEO, Wang Shuei Hong, thought the problem is on the sales team and public relations team. Hence she spent 12 million dollars on inviting Robert Downey Jr. for their new advertisement. However, this company's main product, smart phone, is just the follower of Apple or SamSung. Moreover, they don't care the customer service and the software embedded in their smart phone is not good, basically the engineers just revise the scheme and some features of the original android operation system because the engineers' job is to make sure that the OS can work only! People can hardly see any value from "design" in their product. No wonder that the price of HTC's stock reduced 90% in one year.
Back to Herman Miller Inc., Equa chair or Aeron chair are both the products from "design". Hugh merged the design the business strategy as a solution for this company. Not only strategy but also the culture of this company is created with designers. The designers in Herman Miller Inc. are very important and no one except the CEO can interfere them. Designers know how to create the effective solutions for users, however, the financial department, engineering department or sales department don't. Hence, Herman Miller Inc. let designers to lead other department and make whole company move forward with the designers. The designer are not looking for the reliable but effective solution, they don't stay in the same place and use old workable method to maintain the operation of the company. They are going to change something, and pushing the mysteries through the funnel. Many companies are looking for a solution how to combine design and business, I think Herman Miller Inc. has a good result.
Southwest is also a successful company which create an effective solution for customers. The company break the rules and re-think the demands of the customers. Hence, this company gives up the "hub-and-spoke" mode but adopt point-to-point mode for customers. Therefore Southwest Airlines can offer cheaper price and reduce the flight time. As Herman Miller Inc., Southwest is also back to the original point to review the demand and structure of the business, with the thinking of a designer.
Prototyping |
In a design-orientation company, the employees usually don't have fixed positions but work in different projects. By working in different projects, they are mixed with other people and generate an effective solution for the project. Hence, co-operation is important in design-orientation company, people work with each other for a short time. After the project, they are designated to other projects and keep co-oping with different people. Flow to work, which can help a company push mysteries through the funnel and produce the prototypes of the products. However, this structure is not good for generating algorithms and reliability, a company cannot always be "prototyping company". If a company only operate in "flow-to-work" mode, it is unstable. The products of this kind of company can hardly have stable quality. So, the company still need the departments which can keep generating algorithms for company and maintaining the profit for research and design departments.
Constraints |
Roger Martin also depicted how to turn limitations into the opportunities. Actually, this is a fundamental issue of design. In the first year of MArch program, we were taught to looking for the constraints from the context because those constrains are the clues for designers and help them make decisions. Hence, this concept is pretty common in design. Without any constraint, the designer can scarcely complete his/her design because there are too many possibilities and the design is going to divergence.
In the chapter 5, the author gives us some examples about how to balance the creativity and reliability. The furniture company in Michigan, Herman Miller Inc., tried to use design thinking to build up the culture of this company. Hence, the company did not focus on the finance of selling numbers, (of course they care about the numbers, but they didn't let the finance issues control the culture) but on the product design. Furthermore, they gave designers full power to research "What is the chair of the future? What is the chair people really need?" In this case, the CEO, Hugh De Pree, tried to introduce "design" into the company's culture and even the strategy.
Comparing to some companies in Taiwan, for example, HTC, this year this company faced the most selling depression. The CEO, Wang Shuei Hong, thought the problem is on the sales team and public relations team. Hence she spent 12 million dollars on inviting Robert Downey Jr. for their new advertisement. However, this company's main product, smart phone, is just the follower of Apple or SamSung. Moreover, they don't care the customer service and the software embedded in their smart phone is not good, basically the engineers just revise the scheme and some features of the original android operation system because the engineers' job is to make sure that the OS can work only! People can hardly see any value from "design" in their product. No wonder that the price of HTC's stock reduced 90% in one year.
Back to Herman Miller Inc., Equa chair or Aeron chair are both the products from "design". Hugh merged the design the business strategy as a solution for this company. Not only strategy but also the culture of this company is created with designers. The designers in Herman Miller Inc. are very important and no one except the CEO can interfere them. Designers know how to create the effective solutions for users, however, the financial department, engineering department or sales department don't. Hence, Herman Miller Inc. let designers to lead other department and make whole company move forward with the designers. The designer are not looking for the reliable but effective solution, they don't stay in the same place and use old workable method to maintain the operation of the company. They are going to change something, and pushing the mysteries through the funnel. Many companies are looking for a solution how to combine design and business, I think Herman Miller Inc. has a good result.
Southwest is also a successful company which create an effective solution for customers. The company break the rules and re-think the demands of the customers. Hence, this company gives up the "hub-and-spoke" mode but adopt point-to-point mode for customers. Therefore Southwest Airlines can offer cheaper price and reduce the flight time. As Herman Miller Inc., Southwest is also back to the original point to review the demand and structure of the business, with the thinking of a designer.
Prototyping |
In a design-orientation company, the employees usually don't have fixed positions but work in different projects. By working in different projects, they are mixed with other people and generate an effective solution for the project. Hence, co-operation is important in design-orientation company, people work with each other for a short time. After the project, they are designated to other projects and keep co-oping with different people. Flow to work, which can help a company push mysteries through the funnel and produce the prototypes of the products. However, this structure is not good for generating algorithms and reliability, a company cannot always be "prototyping company". If a company only operate in "flow-to-work" mode, it is unstable. The products of this kind of company can hardly have stable quality. So, the company still need the departments which can keep generating algorithms for company and maintaining the profit for research and design departments.
Constraints |
Roger Martin also depicted how to turn limitations into the opportunities. Actually, this is a fundamental issue of design. In the first year of MArch program, we were taught to looking for the constraints from the context because those constrains are the clues for designers and help them make decisions. Hence, this concept is pretty common in design. Without any constraint, the designer can scarcely complete his/her design because there are too many possibilities and the design is going to divergence.
沒有留言:
張貼留言