| |
|
| Mats Lederhausen |
Before one starts
to address the topic of innovation it is critical to
ask a simple question. Innovation for whom? It is important
to make sure that all stakeholders are benefiting from
the innovations that the organization is pursuing.
If not, you will feel like being dressed up with no
place to go.
|
| |
|
| John Zapolski |
| Recently, more and
more businesses have been turning on to the idea that
design can be a powerful means of differentiating products
and services, adding value for consumers through increased
emotional appeal. But such means of differentiation
are not particularly robust; designs can be copied,
and coolness fades with scale. Instead of chasing
innovation through product and service design, firms
can build more sustainable advantages by applying product
and service design practices to operations. Companies
can use these innovative ways of thinking and working
to overcome executional barriers common to all large
firms, no matter what their strategy. |
| |
| |
| Josephine Green |
The industrial
and consumption model that has driven the 20th century
is giving way to the knowledge and access model of
the 21st. This emerging era shifts the emphasis from
needs to context, from product to systems, from growth
to sustainability, and from innovation to transformation.
If all is changing, too often, however, our ways of
thinking and our mindsets are not. We try to do old
things with new means. The result is less sense for
the future not more. My talk will look at how Futuring
and Design can work together to "culturize" business
by creating new thinking, new approaches, new languages
and new methods, more suitable to an age of complexity,
connectivity, interdependence and ambiguity. How Design
can contribute to strategic growth by combining its
ability to add value, through aesthetics and user experience,
with its ability to create new value through cultural
foresight and interpretation. Philips's Ambient Experience
Design in the health and well being domain serves as
an example.
slide show [pdf 3.5MB]
|
| |
| |
| Larry Keeley |
As the population ages and technologies
advance,
firms will deliver a proliferation of healthcare innovations.
Meanwhile government policies, insurance programs,
and seniors on fixed incomes all slam the brakes on
what we can buy. This conflict is widely known and a
source of deep anxiety.
But what if there is another way to look at it altogether?
When designers get in on the act using great innovation
methods, perhaps there are breakthroughs that improve
health more reliably, while lowering costs and streamlining
care. This brief presentation looks at ways to identify the
short list of healthcare innovations that will make the
biggest difference from the vantage point that should
matter most: patients themselves.
slide show [pdf 6.6MB]
|
| |
| |
| Ryan
Armbruster, Fred Dust, Alan Duncan |
Innovation in design and service provision
is of paramount importance in the on going growth and
sustainability of the healthcare industry. The Mayo Clinic
which has long been an innovator in terms of healthcare
delivery and treatment took a daring approach to on-going
innovation when they embedded a innovation and design
laboratory in the heart of its clinical practice provision
space. Alan will talk about the organizational strategy
and recognition of the business imperative that led to
the creation of an innovation laboratory, then Ryan and
Fred will speak about the design methodology that went
into the development of the SPARC center . This
will include the ways in which Mayo and IDEO balanced
the efforts of creating a center for clinical excellence
and patient satisfaction with the laboratory and experiemental
nature of the innovation space. In addition to speaking
about the ways in which the design process built
the space and systems the two will investigate and present
the ways in which the SPARC center has worked since its
opening and highlight case-studies of its on-site and
real time experiements in innovation.
slide show [pdf 2.6MB]
|
| |
| |
| Kevin Fong |
Venture capitalists never used to invest
in services. With networked
products and an increasingly connected society, investing is changing.
Since the days of Apple and Silicon Graphics, VCs have always valued the
role of design as a way for companies to differentiate themselves and
deliver value. In VC jargon, it's the "out-of-the-box" experience. But
the game is getting harder, and the next stage for startups is to learn
how to create additional value for their products through connected
services.
slide show [pdf 4.3MB]
|
| |
| |
| Jim
Hackett |
The nature of business and ongoing
change puts the model of business under constant stress. Andy
Grove penned an insight into this challenge: “Only
the paranoid survive”. Like the natural world,
business is a very complex system of products, brands,
channels, users, markets, geographies and supply systems. To
make this work requires a method to parse apart the
important elements. Adopting user-centered principles
helps create the focal point of the system, creating
both equilibrium and leverage. Business schools teach
us functional excellence in areas like finance, manufacturing
and marketing; design teaches us to harmonize disparate
elements to create a wonderful experience for those
who consume the product or service. This talk explains
how to institutionalize user centered thinking inside
the corporate setting.
slide show [pdf 722k]
|
| |
| |
| VIJAY
KUMAR |
To develop reliable innovations that ensure success, companies need to
seriously look at their innovating mindset, the processes they use, and
their collaborating culture. This presentation describes a concept for an
innovation planning environment that multi-disciplinary teams can rely on to
substantially raise the effectiveness of their innovation initiatives.
Systematically sensing the right opportunities for innovation is at the core
of this concept. A disciplined innovation planning process connects the
efforts of team members with background in various fields like technology,
business, and design. Supporting the process are powerful methods, tools,
and frameworks that can be tailored by teams for their specific initiatives.
slide show [pdf 580k]
|
| |
| |
| Bruce
Nussbaum |
You can't Six Sigma your way to high-impact
innovation, but you can design your company to generate
products and services that provide great consumer experiences,
top-line revenue growth, and fat profit margins. The
truth is we're moving from a knowledge economy that was
dominated by technology into an experience economy controlled
by consumers. And America's customer culture is a divide
that foreigners have a hard time penetrating -- which
gives U.S. companies their best, and perhaps only, shot
for growth. Design thinking is increasingly the discipline
managers are embracing to penetrate this culture.
slide show [pdf 489k]
|
| |
| |
| Tara
Lemmey |
The events of 9/11 shook the US government's
intelligence agencies to their core. The catastrophe
shined a bright light on the failure of their communication
and intelligence management processes, as well as the
technologies meant to support them. While the mandate
to improve was clear, the path for getting there was
not. To succeed required a new standard of innovation,
a vision of how to bring together diverse organizations
and technologies into a cohesive whole. The need for
vast innovation often arises post-crisis, when incremental
progress was either ignored or insufficient. This is
innovation writ large across the entire ecological landscape
of an organization. It brings with it a unique set of
challenges and opportunities. Ms. Lemmey will discuss
the efforts that have been made by both governmental
and non-governmental organizations to address this need
for innovation across seemingly intractable boundaries.
She'll highlight the critical issues for large-scale
innovation in the context of both public and private
organizations, based on her leadership role in the Markle
Taskforce on National Security in the Information Age.
slideshow withheld at speaker's request
|
| |
| |
| Don
Norman |
As products become smarter, as they have
more and more sensors and interactions with both the
environment and people, a major new product category
is emerging: products with personality and emotions.
Speak of innovation -- this is a major area: ripe for
exploration, ripe for improvement, and ripe for serious
disillusionment and backlash. Where are we going?
What are the advantages and disadvantages? Do you really
want to drive in a nervous car, live in a room that mirrors
your moods, or worse, has its own? Although it is easy
to poke fun at these concepts, there is no doubt that
this is an important and real area for innovation. Nervous
cars are already on the market.
slide show [pdf 400k]
|
| |
| |
| C.K.
Prahalad |
| There is a significant and increasing
overlap between the needs of global companies for growth,
and the needs of the poor for products and services that
help lead them out of poverty and create sustainable
new sources of income. Far from a one-off opportunity
to do good, creating new businesses for base-of-the-pyramid
consumers will be a corporate necessity in the years
to come. But if companies are to exploit this nexus on
a large scale, how must their perceptions and practices
change? What strategies can best guide companies through
this unfamiliar terrain? How can design contribute to
this? |
| |
| |
| Sara
Cantor |
Cellphone manufacturers are facing brand
erosion in the hands of the service providers. In order
to combat commoditization, they must look to new consumer-facing
categories. By taking one potential market - home health
care - and exploring it from a patient perspective, an
opportunity is uncovered that leads not only to a unique
product platform, but an entirely new business strategy.
This short talk will present a plan for improving medication
compliance, demonstrating that user needs can drive both
the product model and the business model.
slide show [pdf 4.2MB]
|
| |
| |
| Cobie Everdell |
High blood pressure in America has grown
to epidemic proportions with an estimated 65 millions
people in the risk zone. Because blood pressure fluctuates
significantly over the course of the day, 24 hour ambulatory
blood pressure monitoring (ABPM) is now considered the
most useful way to diagnose and subsequently treat high
blood pressure. However, current monitoring tools are
not optimized for ABPM. This talk discusses a concept
for a home blood pressure monitor designed specifically
for periodic testing over extended periods.
slide show [pdf 3.5MB]
|
| |
| |
| David Nagel |
Through the years, there have been some innovative new products that have proven wildly successful while others have withered on the vine. Explore some of the factors that have swayed the tides of public opinion and the fickle nature of perceived value. In particular, both design and usability can be significant drivers of value; but only if all other factors are equal. However, all other factors are not always equal. Discuss how to maximize the design and usability of your project. But more importantly, learn how to approach a design project with an eye to equalizing the external factors that will influence the success of your project.
slide show [pdf 851k]
|
| |
| |
| Jamshyd Godrej |
The competitive position and market share of the Indian durable industry
is to a large extent being driven by new models that meet the aspiration
of consumers. Exterior and interior designs are key attributes.
Functionality and design for purpose to use are critical. Automobile
and consumer industries best amplify this.
slideshow n/a
|
| |
| |
| Dr. Martin Fisher |
Can design eliminate poverty? Since 1991, ApproTEC has helped over 37,000 families in Sub-Saharan Africa escape poverty. How? By designing tools that entrepreneurial farmers can use to start businesses and generate income. Co-Founder, Martin Fisher, Ph.D. will describe ApproTEC’s work, the lessons he has learned from past aid projects and how ApproTEC designs and markets machines that Newsweek has called "inventions that will change the world".
slide show [pdf 8MB]
|
| |
| |
| Sam Lucente |
With technology becoming ever more amorphous, and customers demanding ever more flexibility and capability from it, technology companies realize they have to focus on developing new businesses that create a total customer experience, not just bits, bytes and boxes. Easier said than done! This talk will give you the inside story of a Fortune 50 company as it reinvents its brand and makes the strategic transition from a seller of products, to a provider of experiences. From a business point-of-view, it is about using design to simplify, differentiate and innovate.
slideshow withheld at speaker's request
|
| |
| |
| John Byrne |
From Samsung to Target, companies are deploying design strategies as a core driver of competitive advantage and innovation. In the next ten years,
design is likely to be as or more important to competition than technology
was in the past ten years. Why? Embracing smart design has become the
easiest, the fastest, and quite possibly the innovation with the most
assured return on investment.
slideshow n/a
|
| |
| |
| |
|
|
 |
|
|
Read interviews and articles from speakers
in the conference newsletter. read
more
|
|
|
ApproTEC co-founder Dr. Martin Fisher joins speakers list. FIND
OUT MORE
|
|
|
