tag:blogger.com,1999:blog-15818312185987114222024-03-13T22:43:22.415-07:00Design Management 2.0WithCreativity|ThroughBusiness|ByLeadership|MakeDifferenceJhochoihttp://www.blogger.com/profile/09574557623719858552noreply@blogger.comBlogger12125tag:blogger.com,1999:blog-1581831218598711422.post-55923454123998714252008-06-03T19:20:00.000-07:002008-06-03T19:50:51.807-07:00Design LeadershipAt the IIT Design Strategy Conference on May 23rd, Dr. Robert Blaich facilitated discussions around Design Leadership. He pointed the following that it's worth thinking about:<br /><br />1. <span style="font-weight: bold;">"Design Champions"</span> such as, Raymond Loewy, Walter Dorwing Teague, George Nelson, Charles Ray Eames, Philips Stark, Michael Graves, Dieter Rams, Bill Stumpf & Don Chadwick, Jonathan Ives, etc.<br /><br />2. <span style="font-weight: bold;">"Champions of Design"</span> such as, Akio Morita of Sony, Steve Jobs of Apple, Jan Timmer of Philips, Rolf Fahlbaum of Vitra, Sam Farber of OXO, the De Pree's of Herman Miller, A.G Lafley of P&G, and leaders at Canon, B&O, Samsung and other outstanding international companies.<br /><br />3. Qualities and Characteristics that nurture the special relationship between designers and business executives..."The fertile ground"<br /><br />4. Difference between Design Leadership and Design Management:<br /><br /><span style="font-weight: bold;">Leadership:</span><br /><ul><li>Uncertainty</li><li>Complexity/Change</li><li>Instability</li><li>Future Orientation</li><li>Initiation</li><li>Direction Setting</li><li>Leadership of People</li><li>Concepts & Intellectual Resources</li><li>Collaboration</li><li>Vision & Inspiration</li><li>Pro-Active</li><li>Knowledge Creation</li><li>Effectiveness</li></ul><span style="font-weight: bold;">Management:</span><br /><ul><li>Certainty</li><li>Predictability/Order</li><li>Stability</li><li>Present Situation</li><li>Administration</li><li>Problem-Solving</li><li>Management of Things</li><li>Financial, Technical, Time Resources</li><li>Coordination</li><li>Control & Organization</li><li>Re-Active</li><li>Knowledge Application</li><li>Efficiency</li></ul>"Design Leadership" is a dimension of Management, oriented more towards aspects of Strategy Creation, change and creative development. Coping with change requires a delicate interaction between leadership and management, with the role of design leadership laying the essential groundwork for managing change"<br />"Design Management" is the implementation of design as a formal program of activity within a corporation by communicating the relevance of design to long term corporate goals and coordinating design resources at all levels of corporate activity to achieve the objectives of the corporation.<br /><br />5. Integration of design as a strategic element and a core competency in a corporation by developing a highly professional pool of talents. To strengthen the concept of design leadership into all the corporate funtions, from product development to communications and marketing. To develop a broad based environment for design awareness that encompasses both business people and the general public.<br /><br /><span style="font-weight: bold;">DESIGN LEADERSHIP</span><br /><br />The collaboration between "Design Champions" (Designers) and "Champins of Design" (Corporate Leaders) who support design to achieve strategic corporate goals is the coin of value today. What are the qualities, the characteristics that nurture the special relationship between designers and design leaders? Any company that wants to survive knows that it must achieve a competitive edge. Design as a strategy for competitiveness can deliver the quality advantage, the innovative edge that will be essential for survival.<br /><br />Physicist Stephen Hawking states "Leadership is daring to step into the unknown" and as designers we have an opportunity to be daring in our visions for the future. Business leaders are increasingly looking to designers to invent the future, but the challenge for designers is to respond to this opportunity in ways that are humane, visionary and wise. That's what Design Leadership is all about.Jhochoihttp://www.blogger.com/profile/09574557623719858552noreply@blogger.com3tag:blogger.com,1999:blog-1581831218598711422.post-92007943673852414232008-05-28T18:58:00.000-07:002008-05-29T06:43:53.120-07:00Innovation Toolkit<a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="http://trex.id.iit.edu/news/idiom/030907/idmethods_poster.pdf"><img id="BLOGGER_PHOTO_ID_5205614874003459906" style="FLOAT: left; MARGIN: 0pt 10px 10px 0pt; WIDTH: 569px; CURSOR: pointer; HEIGHT: 418px" alt="" src="http://bp0.blogger.com/_BXB5xCV3q54/SD4PJbp3T0I/AAAAAAAABC4/M8DOvQCUx8s/s400/idmethods_poster2+copy.jpg" border="0" /></a>IIT Institute of Design put together a really comprehensive matrix of methodologies that can be used in various phases of the design process.<br />Click the image to link to the PDF document. If you haven't applied some of these methods, this is a good place to start knowing what's out there and try them out in your program. Also the chart below explains some of these methods and how it can be effective for managing innovation. (<a href="http://www.ipm-marketing.co.uk/Innovation%20toolkit.htm">Source: Innovation Process Management Web site</a>)<br /><br /><br /><p><span style="COLOR: rgb(153,51,255);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>Tools for - Idea Generation, Product Improvements</strong></span></p><table style="COLOR: rgb(204,204,204)" cellspacing="0" cellpadding="3" width="100%" border="1"><tbody><tr><td width="25%" height="28"><span style="font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;"><strong><span style="COLOR: rgb(0,0,102)">Common Title</span></strong></span></td><td width="44%"><span style="font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;"><strong><span style="COLOR: rgb(0,0,102)">Description</span></strong></span></td><td width="31%"><span style="font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;"><strong><span style="COLOR: rgb(0,0,102)">Effective For</span></strong></span></td></tr><tr><td valign="top" align="left"><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>TRIZ</strong> - Inventive Problem Solving</span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >The theory of inventive problem solving is based upon extensive research into real inventions. The research focused on the most significant of those inventions - where the solution to the problem was not entirely obvious and required no trade-offs. The results of which revealed that inventors worldwide sub-consciously applied a common technique - TRIZ brings together these techniques and combines them with very practical methods.</span></div></td><td valign="top" align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Scientific approach to new solutions to engineering problems.</span></td></tr><tr><td valign="top" align="left"><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>Brainstorming</strong> (Osborne)</span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >This is a classic tool recognised by many, but it is not that successful at generating new ideas. As a method it is not efficient at generating new ideas - Life is just too short! Limited to smaller groups - can create problems with group dynamics.</span></div></td><td valign="top" align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Generating new associations.</span></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>Brainstorming</strong> - Catalogue Techniques</span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Participants Use pictorial matter (Catalogues, photos, etc.) as triggers. More structure than the classic - slightly more efficient as well.</span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Competitive analysis, new features.</span></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>Card / Post-it Systems</strong></span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Participants Use slips to write ideas down - requires little management intervention or leadership skills - It can be used successfully on large groups. A variation of this technique is 'pass it on' where participants pass on a single card adding ideas to the list.</span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Idea generation for large groups</span></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>Brain writing - Trigger / Cascade</strong></span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Similar to classic brainstorming - without the disadvantages. More efficient at generating new ideas. Participants use post-it pads to provide triggers for discussion.</span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Ideal for new teams.<br />Generating new associations. </span></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>Knowledge Trees</strong></span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Structured brainstorming and reference technique for generation of new products. Highly effective when used by cross functional teams. Can be applied to virtually all aspects in the product design phase. The method was developed by IPM and is used on a regular basis.</span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Generating specifications. Sharing product knowledge and general understanding.</span></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>Parametric Analysis</strong></span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Parameter based analysis - Quantitative, Qualitative, Categorical. An existing (or competitor) product is used as a benchmark with particular attention being paid to specific parameters. It is then indicated how these parameters would have to be different to enhance satisfaction. </span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Developing an existing product or product portfolio.</span></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>Semantic Processes - Random Matching</strong></span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Random word-to-word to trigger new associations</span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >General purpose tool</span></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>Semantic Processes - Idea Search Matrix</strong></span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Checklists of questions to trigger new thoughts and ideas</span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >General purpose tool</span></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>Excursion Technique</strong></span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Using words and situations to lead away from the problem and reality. Switching back when a new idea or association is seen. Often closes on one idea</span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >General purpose tool</span></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>Problem Abstraction - Why?Why?.... </strong></span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Problem Abstraction or Semantic Processes (redefinition) attempts to reduce problems to their most basic level - problem goals and boundaries are then set. The procedure then follows a series of Why? questions followed by a subsequent Alternative? Good Team exercise.</span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Developing existing portfolio. Identifying market opportunities for new products. </span></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>Ideas Book </strong></span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Simple technique but can reap good results - Ideas are entered into a dedicated book from anyone who wishes (and at any time) - a relaxed approach to new ideas and suggestions. Can fall quickly into disrepute if not part of an evaluations procedure.</span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Good when no time limit is present. Ongoing suggestions.</span></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>Orthographic Analysis</strong></span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Orthographic analysis is a way of arranging several attributes of a problem in a graphical representation of corresponding dimensions. A general purpose version of orthographic analysis takes a product and represents its Material, Manufacturing Processes and its Market along three orthographic axes.</span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Portfolio enhancement. Specific solutions to known market requirements.</span></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>SCAMPER - Stretch Matrix</strong></span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Substitute, Combine, Adapt, Magnify ( or Minify), Put to other uses, Eliminate, Re-arrange (or Reverse) - Together they make up a checklist of possible product modifications.</span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Product improvements and enhancements.</span></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>Analogies</strong></span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >A particular form of thinking or reasoning in which the properties of one object are thought of in terms of a second object which is different but does have elements in common with the former. Ideas may come from nature or other similar products.</span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >New product features.</span></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>Evaluation - PIPS</strong></span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Phases of Integrated Problem Solving - Is a numerical scoring tool that divides the problem (or opportunity) and processes into individual stages and evaluates individually.</span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Products and Processes</span></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>Clichés and Proverbs</strong></span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >A technique to jog the mind out of conventional thinking (out of a rut). Armed with a list of common Clichés and Proverbs ask how each one may apply or be applied to the subject or problem. </span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >General Use</span></td></tr></tbody></table><p><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><br /><span style="COLOR: rgb(153,102,255)"><strong>Tools for - Product Definition, Design and Planning </strong></span></span></p><table style="COLOR: rgb(204,204,204)" cellspacing="0" cellpadding="3" width="100%" border="1"><tbody><tr><td width="25%" height="28"><span style="font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;"><strong><span style="COLOR: rgb(0,0,102)">Common Title</span></strong></span></td><td width="44%"><span style="font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;"><strong><span style="COLOR: rgb(0,0,102)">Description</span></strong></span></td><td width="31%"><span style="font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;"><strong><span style="COLOR: rgb(0,0,102)">Effective For</span></strong></span></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>QFD</strong> : Quality Function Deployment</span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Quality Function Deployment is a customer oriented approach to product development and innovation. It is a powerful tool for use by product managers and development teams. The methodology takes the design team through the concept, creation and realisation phases of a new product with absolute focus. QFD also defines what the end user is really looking for in the way of features and benefits.</span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Structured Product Specifications. Taking the 'Voice of the Customer' through all relevant areas of the Company.</span></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>Delphi Technique</strong></span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >The Delphi Technique pulls ideas from participants by means of a highly structured series of questionnaires gradually honing into problems or opportunities. Participants are chosen for their knowledge in their particular field. This technique is good for groups of participants who do not normally meet. The success or failure of this technique is only as good as the chosen participants.<br /></span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Problem solving, Product definition. </span></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>Brainstorming</strong> - Catalogue Techniques</span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Participants Use pictorial matter (Catalogues, photos, etc.) as triggers. More structure than the classic - slightly more efficient as well.</span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Competitive analysis, new features.</span></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>Card / Post-it Systems</strong></span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Participants Use slips to write ideas down - requires little management intervention or leadership skills - It can be used successfully on large groups. A variation of this technique is 'pass it on' where participants pass on a single card adding ideas to the list.</span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Idea generation for large groups</span></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>Market Needs Research</strong></span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Market Needs Research is a technique for finding out what the Customer requires (and needs) from a product. It determines whether Users perceive a need which is not currently satisfied by existing products. Similar to elements of the QFD process it is essential to have direct access to the end user and to understand user requirements. The process defines subsequent questions that need to be handled by traditional research methods (Quantitative and or Qualitative). </span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >New product specifications</span></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>Opportunity Specification</strong></span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >A concise specification document describing the market need for a proposed new product. It is a good tool for screening new ideas (products) against the companys' capabilities. It describes the business opportunity of the proposed product in terms of core benefits. It also justifies the business opportunity in terms of commercial viability.<br /></span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Concise business justification, market opportunities, product identification</span></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>Knowledge Trees</strong></span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Structured brainstorming and reference technique for generation of new products. Highly effective when used by cross functional teams. Can be applied to virtually all aspects in the product design phase. The method was developed by IPM and is used on a regular basis.</span></div></td><td><p><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Generating specifications. Sharing product knowledge and general understanding.</span></p><p><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >A team builder.</span></p></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>Visual Mapping</strong></span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Series of matrices position product features and attributes in a visual way - Simple but powerful technique to share new product features with a multi disciplinary team<br /></span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Product definition - Aids in the communication between Development, Marketing, Industrial design. </span></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>Product Function Analysis </strong>or <strong>(FAST)</strong></span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Function Analysis Systematic Technique is a method of systematically analysing the functions performed by a product. Once again intimate knowledge of the customers needs and wants with regards to product features and functions. A function tree answers the questions of How and Why functions are required. </span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Good for analysing both new and existing products, the results of which being used in methodologies like QFD, VAVE, FMEA etc. </span></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>Function and feature analysis</strong></span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Design Specification - Technical Screening Program<br />Describes what the product Must achieve and sets the criteria by which the product is allowed to continue on its development or is killed off for not achieving the required functionality.<br /></span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Product screening, Risk assessment.</span></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>FMEA</strong><br /><br /></span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Failure Mode Effect Analysis - Highlights the problem areas (safety related) of a design - Severity and Probability analysis.</span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Screening for potential problems (safety or reliability related) with new products.</span></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>VAVE<br /></strong><br /></span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Value Analysis Value Engineered - Primarily an engineering / manufacturing tool to optimise design features in the most cost effective way</span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Optimised cost effective design prior to manufacture.</span></td></tr></tbody></table><p><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><br /><br /><br /><span style="COLOR: rgb(153,102,255)"><strong>Tools for - Effective Decision Making </strong></span></span></p><table style="COLOR: rgb(204,204,204)" cellspacing="0" cellpadding="3" width="100%" border="1"><tbody><tr><td width="25%" height="28"><span style="font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;"><strong><span style="COLOR: rgb(0,0,102)">Common Title</span></strong></span></td><td width="44%"><span style="font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;"><strong><span style="COLOR: rgb(0,0,102)">Description</span></strong></span></td><td width="31%"><span style="font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;"><strong><span style="COLOR: rgb(0,0,102)">Effective For</span></strong></span></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>Paired Elimination Analysis (PEA)</strong></span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Is a fast and simple method to find a single solution. Ideal when a single solution is needed fast - or when many new options are being presented on a continuous basis.</span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Quick and simple decision making</span></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>Risk Analysis Matrix</strong></span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Analysis and prioritises any risks effecting implementation - Identifies and evaluates the risks in any solution and the circumstances that effects implementation of the solution. For each option a Success rating is given together with a Probability of success. The result or decision is provided in a numeric form.<br /></span></div></td><td><p><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Simple method that evaluates the For's and Against's or the Pro's and Con's of a range of options.</span></p><p><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><br />Quick and simple decision making</span></p></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>Priorities Analysis Matrix</strong></span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >A method to contain and evaluate tasks and priorities - Often used in time management activities. Priority planning helps sort out the old problem of prioritising the Must do's from the can wait's.<br /></span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Time Management, Priority setting</span></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>SWOT Analysis</strong></span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Situation analysis in the form of:- <strong>S</strong>trengths, <strong>W</strong>eakness, <strong>O</strong>pportunities and <strong>T</strong>hreats. When used as part of a decision making process each attribute (or observation) stated within the above categories are given a rating of importance. The sum of the Strengths and Opportunities represents favourable attributes whereas the sum of the Weaknesses and Threats represent a negative. The former must heavily out-weight the latter for the solution to have any chance of success.</span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Strategic decision making</span></td></tr></tbody></table><p><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><br /><br /><span style="COLOR: rgb(153,102,255)"><strong>Tools for - Problem Solving </strong></span></span></p><table style="COLOR: rgb(204,204,204)" cellspacing="0" cellpadding="3" width="100%" border="1"><tbody><tr><td width="25%" height="28"><span style="font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;"><strong><span style="COLOR: rgb(0,0,102)">Common Title</span></strong></span></td><td width="44%"><span style="font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;"><strong><span style="COLOR: rgb(0,0,102)">Description</span></strong></span></td><td width="31%"><span style="font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;"><strong><span style="COLOR: rgb(0,0,102)">Effective For</span></strong></span></td></tr><tr><td valign="top" align="left"><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>TRIZ</strong> - Inventive Problem Solving</span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >The theory of inventive problem solving is based upon extensive research into real inventions. The research focused on the most significant of those inventions - where the solution to the problem was not entirely obvious and required no trade-offs. The results of which revealed that inventors worldwide sub-consciously applied a common technique - TRIZ brings together these techniques and combines them with very practical methods.</span></div></td><td valign="top" align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Scientific approach to new solutions to engineering problems.</span></td></tr><tr><td valign="top" align="left"><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>Brainstorming</strong> (Osborne)</span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >This is a classic tool recognised by many, but it is not that successful at generating new ideas. As a method it is not efficient at generating new ideas - Life is just too short! Limited to smaller groups - can create problems with group dynamics.</span></div></td><td valign="top" align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Generating new associations.</span></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>Fishbone</strong></span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >A technique to systematically identify a wide variety of potential causes of a problem and to show relationships among the causes. Used to: - list as many potential causes of the problem, show systematic relationships among the causes, create team understanding, help prioritise efforts</span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >General problem solving</span></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>Force Field Analysis</strong></span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >A technique used to determine whether a particular solution or goal is practical or not. By analysing the Driving Forces (positive) against Restraining Forces (negative), and evaluating the relative ratio or intensity of the force field a decision can be made for or against. Can be used by individuals but works equally well in teams.<br /></span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >General problem solving - Visual and easy to understand.</span></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>Pareto Chart</strong></span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >A method of organising and analysing data by causes of variation. It is a series of bars where the height reflect the frequency or impact of causes of problems. Used to:- Organise and analyse data collected from problems area, depict the area of non conformance, direct a team to critical areas first.<br /></span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >General problem solving.</span></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>Problem Abstraction - Why? Why?....</strong></span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Problem Abstraction or Semantic Processes (redefinition) attempts to reduce problems to their most basic level - problem goals and boundaries are then set. The procedure then follows a series of Why? questions followed by a subsequent Alternative? Good Team exercise.<br /></span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Generating many varied and unusual problem statements.</span></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>Paradigms</strong></span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Pattern or set of ideas that describe some aspect of the world.</span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >General</span></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>Search and Re-Apply</strong></span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >A technique that asks the question - Have we had the same or similar problem? How did we solve it? Has anyone else had a similar problem? Use re-application techniques to search for ideas - Other Companies, Countries, People, Industry, History etc. - Technique works on the basis of ' If you have a problem that needs solving, somebody else has probably already solved it'.<br /></span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >General</span></td></tr></tbody></table><p></p><p><span style="COLOR: rgb(153,102,255);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>Tools for - Strategic Management</strong></span><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" > </span></p><table style="COLOR: rgb(204,204,204)" cellspacing="0" cellpadding="3" width="100%" border="1"><tbody><tr><td width="26%" height="28"><span style="font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;"><strong><span style="COLOR: rgb(0,0,102)">Common Title</span></strong></span></td><td width="43%"><span style="font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;"><strong><span style="COLOR: rgb(0,0,102)">Description</span></strong></span></td><td width="31%"><span style="font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;"><strong><span style="COLOR: rgb(0,0,102)">Effective For</span></strong></span></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>SWOT Analysis</strong></span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Situation analysis in the form of:- Strengths, Weakness, Opportunities and Threats.</span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Strategic Risk analysis in general, Products and Services. </span></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>PEST Analysis</strong></span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Political, Economic, Social and Technological features of the business environment which may influence or threaten the company. Hence the term PEST !. Despite the build up - the technique revolves around the four headings - using them to stimulate related thinking. </span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Fishing out aspects and issues that may have previously gone un-noticed. </span></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>Market Tracking Study</strong></span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >A continuous market research study which monitors changes in the customer perception of : The Company, its' Products and its' Brand Identity.</span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Market Research and Intelligence.</span></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>Technology Roadmaps</strong></span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Technology Roadmaps is a process that maps the evolutionary path of a particular product technology. Roadmaps show the relationship between product evolution and technology over a given time period. Technology Roadmaps provide a clear strategy and direction route with respect to technology advancement. The related benefits comes from being in control and the ability to manage future technology with complete effectiveness.</span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Strategic Management, Innovation Management</span></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>Product Development Risk Analysis</strong></span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >A method of exploring different development options and evaluating against the companies development skills and historical track record. Conducted in two stages, first cost of failure is estimated in terms of its impact upon the companys' overall business. The more a product threatens the companys' business survival, the greater the product development capability needed to take the risk of embarking upon the development. Second is to assess the product development activity.</span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >General and Strategic Management.</span></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>Knowledge Trees</strong></span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Structured brainstorming and reference technique for generation of new products. Highly effective when used by cross functional teams. Can be applied to virtually all aspects in the product design phase. The method was developed by IPM and is used on a regular basis.</span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Generating specifications. Sharing product knowledge and general understanding.</span></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>Parametric Analysis</strong></span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Parameter based analysis - Quantitative, Qualitative, Categorical. An existing (or competitor) product is used as a benchmark with particular attention being paid to specific parameters. It is then indicated how these parameters would have to be different to enhance satisfaction. </span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Developing an existing product or product portfolio.</span></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>Product Life Cycle Analysis</strong></span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >A classic marketing tool for mapping the projected life of a new product. Life cycle analysis maps the expected revenue (forecast) of each product within a portfolio and projects when sales are likely to decline. New products can then be planned to replace existing products. The main phases of a products life are Introduction, Growth, Maturity and Decline. The Product Viability Model is an excellent tool for product managers - Dynamic 'Life Cycle' management can be undertaken with ease. Several products can be consolidated to represent a product group.</span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Product Management, Strategic Management.</span></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>Visual Mapping</strong></span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Series of matrices position product features and attributes in a visual way - Simple but powerful technique to share new product features with a multi disciplinary team.</span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Strategic direction. Innovation Management.</span></td></tr><tr valign="top" align="left"><td><br /></td><td><br /></td><td><br /></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>Problem Abstraction - Why?Why?.... </strong></span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Problem Abstraction or Semantic Processes (redefinition) attempts to reduce problems to their most basic level - problem goals and boundaries are then set. The procedure then follows a series of Why? questions followed by a subsequent Alternative? Good Team exercise.</span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Developing existing portfolio. Identifying market opportunities for new products. </span></td></tr><tr valign="top" align="left"><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" ><strong>Risk Analysis Matrix</strong></span></div></td><td><div align="left"><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >Analysis and prioritises any risks effecting implementation - Identifies and evaluates the risks in any solution and the circumstances that effects implementation of the solution. For each option a Success rating is given together with a Probability of success. The result or decision is provided in a numeric form.</span></div></td><td><span style="COLOR: rgb(0,0,102);font-family:Verdana,Arial,Helvetica,sans-serif;font-size:85%;" >General and Strategic Management.</span></td></tr></tbody></table>Jhochoihttp://www.blogger.com/profile/09574557623719858552noreply@blogger.com2tag:blogger.com,1999:blog-1581831218598711422.post-79615478371658858742008-05-13T19:13:00.000-07:002008-05-13T19:49:27.258-07:00The Design of Business<embed id="VideoPlayback" style="width: 400px; height: 326px;" flashvars="" src="http://video.google.com/googleplayer.swf?docid=701264811871933904&hl=en" type="application/x-shockwave-flash"></embed><br /><br />Roger Martin, Dean at the Rotman School of management, clarified something very important. He discussed what the world of design is about and what the world of business is about and the intersection between the two, Reliability Vs. Validity.<br /><br /><span style="font-weight: bold;">Reliability =</span><br /><ul><li>Production of consistent replicable outcomes</li><li>Substantiation based on past data</li><li>Use of limited number of objective variables</li><li>Minimization of judgment<br /></li><li>Avoidance of the possibility of bias</li></ul><span style="font-weight: bold;">Validity =<br /></span><ul><li>Production of outcome that meets objective</li><li>Substantiation based on future events</li><li>Use of broad number of diverse variables</li><li>Integration of judgment</li><li>Acknowledgment of reality of bias</li></ul><span style="font-weight: bold;">Designer should:<br /></span><ol><li>Take "Design-unfriendliness" as a Design Challenge</li><li>Empathize with the "Design-unfriendly elements"</li><li>Speak the language of reliability</li><li>Use analogies and Stories</li><li>Bite Off as Little a Piece as Possible to generate proof</li></ol><span style="font-weight: bold;">Businesses should:</span><br /><ol><li>Take inattention to Reliability as a Management Challenge</li><li>Empathize with the "reliability-unfriendly Elements"</li><li>Speak the language of validity</li><li>Share Data and Reasoning, not conclusions</li><li>Bite off as Big a Piece as Possible to Give Innovation a Chance</li></ol><span style="font-size:78%;">(Source: Presentation- The Design of Business by Roger Martin, May 17, 2007 ) </span>Jhochoihttp://www.blogger.com/profile/09574557623719858552noreply@blogger.com0tag:blogger.com,1999:blog-1581831218598711422.post-54765559433129105202007-12-03T19:39:00.000-08:002007-12-03T20:05:50.923-08:00Value Proposition Life Cycle<a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="http://business-model-design.blogspot.com/2006/09/value-proposition-design-template.html"><img style="margin: 0pt 10px 10px 0pt; float: left; cursor: pointer; width: 447px; height: 154px;" src="http://farm1.static.flickr.com/87/249286187_26ce542b72_o.jpg" alt="" border="0" /></a><br />Alex Osterwalder, the author of Business Model Design and Innovation Blog shares this amazing framework to communicate the various phases of the <a href="http://farm1.static.flickr.com/87/249286187_26ce542b72_o.jpg">value proposition life cycle</a>. Design has always been able to create values through intuition, based on the desire to improve the quality of things, that feel wrong or can be better. Now we need to clearly deliver the message that the possibilities we explore can make a tremendous difference in all of these areas. Then let's talk about strategy...<br /><br /><br /><span style="font-weight: bold;">8 Phases of Value Proposition:</span><br /><ol><li><span style="font-weight: bold;">Evaluation Process: </span>A company can create customer value by making the evaluation process as easy as possible. In the phase of the life cycle a customer will try to understand if a company's value proposition satisfies its needs.<br />Example: Software companies often allow their customers to freely and easily test their products.<br />Example: Ski gear companies organize special camps to allow their best customers to test all their newest material.<br /></li><li><span style="font-weight: bold;">Value Co-Creation: </span>Through various technological advances the integration and participation of the customer in the value creation process is increasingly possible. <a href="http://www.aib.wiso.tu-muenchen.de/piller/"><br /></a>Read more: <a href="http://www.aib.wiso.tu-muenchen.de/piller/">Frank Piller</a> of TU Munich and MIT writes a lot of interesting material on <a href="http://www.mass-customization.de/">mass-customization</a>.<br />Watch more: <a href="http://web.mit.edu/evhippel/www/">Eric Van Hippel</a> of MIT outlines in a <a href="http://mitworld.mit.edu/stream/260/">video</a> how customers can be integrated to design new and innovative products that correspond to their needs. You can also download his book on <a href="http://web.mit.edu/evhippel/www/democ1.htm">democratizing innovation</a>.<br /></li><li><span style="font-weight: bold;">Purchase Process: </span>Customers highly value an efficient, simple and convenient purchase process.<br />Example: Amazon's "<a href="http://cse.stanford.edu/class/cs201/projects-99-00/software-patents/amazon.html">one click shopping</a>" makes buying on its website a very quick and efficient process.<br /></li><li><span style="font-weight: bold;">Set-up/Installation: </span>In some cases set-up or installation is necessary. The simplification of this process is of enormous value to the customer.<br /></li><li><span style="font-weight: bold;">Use & Operation: </span>In many cases most of the value in a value proposition comes from the use or operation of an actual product or service. However, to differentiate themselves companies try to create value beyond a simple product or service.<br />Example: For customers the main value from <a href="http://www.salesforce.com/">Salesforce.com</a>'s value proposition comes from the use of its hosted sales force solution. Yet, Salesforce is carefully creating additional value by offering continuous updating "behind the scences" and providing easy access to complementary products by third party vendors.<br /></li><li><span style="font-weight: bold;">Complementary Products/Services: </span>Value is also created if a value proposition boosts the value of complementary products and services or is itself a platform for valuable complementary products/services.<br /></li><li><span style="font-weight: bold;">Maintenance & After-Sales: </span>Value is often created during the maintenance and after-sales phase. This can be either by offering high quality service or by offering a value proposition that minimizes the need for maintenance & after-sales.<br />Example: The attractiveness of <a href="http://www.salesforce.com/">Salesforce.com</a>'s value proposition essentially comes from the fact that the hosted software model (<a href="http://en.wikipedia.org/wiki/Application_service_provider">application service provider</a> - ASP) minimizes the need of software maintenance by the customer.<br /></li><li><span style="font-weight: bold;">Ending & Value Transfer: </span>In many cases once a customer does not need a product or service anymore he has to terminate the service or dispose of the product.<br />Example: ending the subscription of a magazine<br />Example: disposing of batteries</li></ol><span style="font-weight: bold;">Categories of value creation:<br /></span><ul><li><span style="font-weight: bold;">Productivity & Returns: </span>value is created by increasing a customer's productivity, his returns and his utility.</li><li><span style="font-weight: bold;">Simplicity: </span>value is created by making each phase of the value proposition life cycle as simple as possible to understand. For example, a software company can make the parametrization of its software as simple as possible.<br /></li><li><span style="font-weight: bold;">Convenience: </span>value is created by making a customer's life as convenient as possible. For example, an online grocer creates value by delivering goods at the time the customer desires.<br /></li><li><span style="font-weight: bold;">Risk: </span>value is created by minimizing a customer's various risks. For example, a customer risks choosing a product/service that does not satisfy his needs, or he may incur a physical risk by using the product (e.g. lawn mower) or he may risk choosing a product at the wrong moment (e.g. buying a plasma TV just before an important price decrease).<br /></li><li><span style="font-weight: bold;">Image: </span>value is created by the image a product/service gives its purchaser (e.g. iPod)</li></ul>Jhochoihttp://www.blogger.com/profile/09574557623719858552noreply@blogger.com1tag:blogger.com,1999:blog-1581831218598711422.post-11857606596659943602007-11-29T18:49:00.001-08:002007-11-29T18:51:29.574-08:00Strategies for Discovering the Next Big Opportunity<div style="width: 425px; text-align: left;" id="__ss_64462"><object style="margin: 0px;" height="355" width="425"><param name="movie" value="http://static.slideshare.net/swf/ssplayer2.swf?doc=innovation-summit-presentation-2007-miami847"><param name="allowFullScreen" value="true"><param name="allowScriptAccess" value="always"><embed src="http://static.slideshare.net/swf/ssplayer2.swf?doc=innovation-summit-presentation-2007-miami847" type="application/x-shockwave-flash" allowscriptaccess="always" allowfullscreen="true" height="355" width="425"></embed></object><div style="font-size: 11px; font-family: tahoma,arial; height: 26px; padding-top: 2px;"><a href="http://www.slideshare.net/?src=embed"><img src="http://static.slideshare.net/swf/logo_embd.png" style="border: 0px none ; margin-bottom: -5px;" alt="SlideShare" /></a> | <a href="http://www.slideshare.net/imootee/innovation-summit-presentation-2007-miami" title="View 'Innovation Summit Presentation 2007 Miami' on SlideShare">View</a> | <a href="http://www.slideshare.net/upload">Upload your own</a><br /><br /><br /></div></div>Jhochoihttp://www.blogger.com/profile/09574557623719858552noreply@blogger.com0tag:blogger.com,1999:blog-1581831218598711422.post-47755488716799371332007-11-27T18:36:00.000-08:002007-12-03T20:18:26.176-08:00The Idea of Differentiation<a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="http://www.product-reviews.net/wp-content/userimages/2007/05/nintendowiifitness.jpg"><img style="margin: 0pt 10px 10px 0pt; float: left; width: 208px; cursor: pointer; height: 168px;" alt="" src="http://www.product-reviews.net/wp-content/userimages/2007/05/nintendowiifitness.jpg" border="0" /></a><br /><a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="http://www.workwhiledrunk.com/media/blogs/fraser/nintendo_wii.jpg"><img style="margin: 0pt 10px 10px 0pt; float: left; width: 204px; cursor: pointer; height: 151px;" alt="" src="http://www.workwhiledrunk.com/media/blogs/fraser/nintendo_wii.jpg" border="0" /></a><br />Nintendo Wii has a fascinating story to tell. It's a story of doing it differently rather than better. "Re-thinking, re-minding, re-approaching and re-discovering" what gaming is about. I can picture the excitement of those who envisioned it, pitched it, and worked on it. But I question what they had to go through to make it happen. The end result, a modest video quality and picture definition gaming opposite of what gamers seek. But it didn't matter. We were given the opportunity to discover something else. A different twist in gaming experience with motion sensing technology. People bought into it. So how do you create something that would put a company in such a trouble (a good trouble) of being short satisfying demand? My life's journey is to explore, learn, enable and practice the art of disruptive innovation. I'll continue posting topics related to this.<br /><br /><span style="font-weight: bold;">What I see Wii differentiated:</span><br /><br /><span style="font-weight: bold;">1. Brand:</span> Very friendly, playful, short, quick, easy to say (for everyone) and remember. It also sounds like "we" as all of us, it's inclusive and brings people together. The promise and value proposition speaks for itself.<br /><span style="font-weight: bold;">2. Audience: </span>It's for everyone, not just for traditional gamers (kids and enthusiast adults)<br /><span style="font-weight: bold;">3. </span><span style="font-weight: bold;">Affordable: </span>Wii $250 (well..$549 because of shortage), Xbox 360 $349+, Playstation 3 $399+ (Amazon.com)<br /><span style="font-weight: bold;">4. Ease of play: </span>Simple and easy to play, easy to learn and get into the game within seconds. Make mistakes in the beginning but quickly becomes a -aha! moment when you learn. <span style="font-weight: bold;"></span><br /><span style="font-weight: bold;">5. Interactive: </span>You need to get up and move your entire body, not just fingers. <span style="font-weight: bold;"><br />6. Changing Behavior: </span>Every game is different, you need to move differently to control. It's contextual and sensitivity changes based on situation.<br /><span style="font-weight: bold;">7. Expandable: </span>You can plug in the controller into a steering wheel and drive, plug it into a gold club and swing, plug it into a tennis racket and hit the ball, a guitar, a shooting gun, lightsaber, you name it...<br /><span style="font-weight: bold;">8. Personalization: </span><a href="http://www.wiiwii.tv/2007/11/13/by-popular-demand-check-mii-out-channel/">Mii</a> allows you to create personal avatars<br /><span style="font-weight: bold;">9. Freshness: </span>It's new, never experienced before, eye opening, mind blowing, stimulates your senses, body and mind, create laughter, it's wow.Jhochoihttp://www.blogger.com/profile/09574557623719858552noreply@blogger.com0tag:blogger.com,1999:blog-1581831218598711422.post-21349112509667748262007-11-18T10:22:00.001-08:002007-11-18T10:36:11.704-08:00A Periodic Table of Visualization Methods<a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="http://www.visual-literacy.org/periodic_table/periodic_table.html#"><img style="margin: 0pt 10px 10px 0pt; float: left; cursor: pointer; width: 426px; height: 301px;" src="http://bp1.blogger.com/_BXB5xCV3q54/R0CDDTAOWuI/AAAAAAAAAow/rUM0SRST9EQ/s400/periodic_table.jpg" alt="" id="BLOGGER_PHOTO_ID_5134247667866426082" border="0" /></a>I think this is a really good place to start thinking about how you plan to visualize your communication and when anyone sees the information, make them say Ah! I get it.<br /><br />Visual Literacy.org has provided this beautiful <a href="http://www.visual-literacy.org/periodic_table/periodic_table.html#">tool</a> to help you choose the right method to make you an effective communicator.Jhochoihttp://www.blogger.com/profile/09574557623719858552noreply@blogger.com1tag:blogger.com,1999:blog-1581831218598711422.post-21034034506268833932007-11-16T18:53:00.000-08:002007-11-29T09:58:08.251-08:00Navigating the sea of innovation<a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="http://www.design.philips.com/about/design/newvaluebyonedesign/numberthirty-creativityforinnovation/navigatingtheseaofinnovation/index.page"><img style="FLOAT: left; MARGIN: 0pt 10px 10px 0pt; WIDTH: 432px; CURSOR: pointer; HEIGHT: 292px" alt="" src="http://img.engadget.com/common/images/3060000000052781.JPG?0.4629186217346152" border="0" /></a><span style="FONT-WEIGHT: bold">Philips Design</span> - New value by Design Magazine- Issue 34, Oct 2007<br /><br /><span style="FONT-WEIGHT: bold">Key point here are</span>:<br /><br />1. "Effective innovation is about managing the entire approach in a non-linear, holistic way and finding the right path to solve an innovation challenge"<br />2. "Innovation can be seen as a network of opinions" Identifying the right mix of competencies a team must possess is key.<br /><br />3. Competencies and roles needed:<br /><ul><li><span style="FONT-WEIGHT: bold">The Pathfinder: </span>The Pathfinder must be clear about the end goal or destination. They plan the journey and anticipate all the kinds of expertise that will be required.</li><li><span style="FONT-WEIGHT: bold">The Interpreter:</span> The Interpreter can see things from different perspectives and build bridges between new combinations of disciplines to create collaboration. They are also responsible for communication of information and the sorting out of what is relevant.</li><li><span style="FONT-WEIGHT: bold">The Catalyst: </span>Philips Design maintains the creative red thread for the organizations with which it works to ensure it doesn't get watered down. It inspires confidence and motivation; encouraging organizations to get out of the box and embrace the new.</li><li><span style="FONT-WEIGHT: bold">The Alchemist: </span>The Alchemist synthesizes the right insights and the right chemistry of the team. Whilst there is no set formula, there are three key factors for success: embrace trial and error, allow creative breathing space, enrich initial ideas. "Not every person in the team needs to have these competencies," Taylor explains, "but the team in total should cover them all."</li></ul>4. Innovation Matrix model:<br /><br /><a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="http://bp1.blogger.com/_BXB5xCV3q54/Rz8d0jAOWtI/AAAAAAAAAoo/rmePBi6oh-A/s1600-h/Innovation+Matrix.jpg"><img id="BLOGGER_PHOTO_ID_5133854888812239570" style="FLOAT: left; MARGIN: 0pt 10px 10px 0pt; WIDTH: 418px; CURSOR: pointer; HEIGHT: 204px" alt="" src="http://bp1.blogger.com/_BXB5xCV3q54/Rz8d0jAOWtI/AAAAAAAAAoo/rmePBi6oh-A/s400/Innovation+Matrix.jpg" border="0" /></a><br /><a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="http://bp1.blogger.com/_BXB5xCV3q54/Rz8dWjAOWsI/AAAAAAAAAog/3vF4Kg4k1Rg/s1600-h/Innovation+Matrix.jpg"><br /></a>Jhochoihttp://www.blogger.com/profile/09574557623719858552noreply@blogger.com0tag:blogger.com,1999:blog-1581831218598711422.post-67537889735606270612007-11-15T08:58:00.000-08:002007-11-16T18:52:43.461-08:00PARK:Developing Young Design Managers<a href="http://www.park.bz/insights/opinions/develop_dmanagers/"><img id="BLOGGER_PHOTO_ID_5133119397137636018" style="margin: 0px 10px 10px 0px; float: left; width: 410px; height: 219px;" alt="" src="http://bp1.blogger.com/_BXB5xCV3q54/RzyA5TAOWrI/AAAAAAAAAoY/oWA4Xva_Ae8/s320/1.jpg" border="0" /></a> <div><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div></div><div>Every month <a href="http://www.park.bz/insights/opinions/develop_dmanagers/">Park </a>sends out a statement on a burning design management issue to 50 international senior design directors. They collect and share their opinions. This issue is about whether organizations should hire design managers straight from school and position them as design leaders. 68% agree, 19% don't agree and 13% don't know.</div><div>It's an interesting discussion and myself being a recent graduate of Design Management, understand that education in school is just the tip of the iceberg. But you know what, I got the foundation and have a lifetime to work on getting to my new goals that otherwise whould have not thought of. Some people go to have a higher education with a lot of professional experience under their belts. Education definetely challenges your mind and makes you think deeper. Daily professional job in a way prevent you from being able to be visionary and think about the higher level issues and work on it unless you get upthere and able to have the strategic conversations. </div></div>Jhochoihttp://www.blogger.com/profile/09574557623719858552noreply@blogger.com0tag:blogger.com,1999:blog-1581831218598711422.post-15390451309629703332007-11-14T21:13:00.000-08:002007-11-14T21:28:20.621-08:00Ideas about the discipline of Innovation<a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="http://www.doblin.com/IdeasIndexFlashFS.htm"><img style="margin: 0pt 10px 10px 0pt; float: left; cursor: pointer; width: 436px; height: 141px;" src="http://www.doblin.com/images/whatsection/model0.gif" alt="" border="0" /></a><br /><br /><br /><br /><br /><br /><br /><br /><br /><a href="http://www.doblin.com/IdeasIndexFlashFS.htm">Doblin</a> has some very interesting ideas about the types of innovation, ways of identifying patterns, and conceptualize businesses. They not only show metrics about innovation but also came up with a visualization <a href="http://www.doblin.com/IdeasIndexFlashFS.htm">tool</a> that make it clear when you see it in a new perspective.<br />Basically businesses can innovate in one or more in the <a href="http://www.doblin.com/IdeasIndexFlashFS.htm">areas</a> of Business Model, Networks and Alliances, Enabling Process, Core processes, Product Performance, Product System, Service, Channel, Brand and Customer Experience. So where are you trying to innovate? Pick your value add and drive business success!Jhochoihttp://www.blogger.com/profile/09574557623719858552noreply@blogger.com0tag:blogger.com,1999:blog-1581831218598711422.post-54694807611376198242007-11-14T07:34:00.000-08:002007-11-14T08:36:05.170-08:00Designing Workspace<a href="http://www.jumpassociates.com/flash/space.htm"><img style="FLOAT: left; MARGIN: 0px 10px 10px 0px; WIDTH: 163px; CURSOR: hand; HEIGHT: 218px" height="268" alt="" src="http://images.businessweek.com/ss/06/07/jump/image/3.jpg" border="0" /></a> <a href="http://images.businessweek.com/ss/06/07/jump/index_01.htm?chan=innovation_innovation+%2B+design_innovation+and+design+lead"><img style="FLOAT: left; MARGIN: 0px 10px 10px 0px; WIDTH: 228px; CURSOR: hand; HEIGHT: 219px" height="195" alt="" src="http://images.businessweek.com/ss/06/07/jump/image/1.jpg" border="0" /></a> <div><div></div><div></div><div></div><div></div><div><span style="font-family:verdana;"></span></div><div><span style="font-family:verdana;"><a href="http://www.jumpassociates.com/flash/space.htm">Jump Associates</a> put together some thoughts for making a great creative environment, a place where it's not only to work but also to play. Flexibility and interactivity is key to a living environment.</span></div><div></div><div></div><div></div><div><span style="font-family:Verdana;"></span></div><div><span style="font-family:Verdana;">"A great environment can lift us up, make us better at what we do, and inspire great thoughts. A lousy place can leave us depressed, tired and dull individuals, dying to go home."</span></div><div><span style="font-family:Verdana;">If you are leading a creative workforce and want to inspire, thinking about the environment, activities, behaviors, interactinos are imperative. The goal is to make the designer say I love working here, it's fun, spark a lot of creativity and positive energy that we really can make a difference. </span></div></div>Jhochoihttp://www.blogger.com/profile/09574557623719858552noreply@blogger.com1tag:blogger.com,1999:blog-1581831218598711422.post-84869211308971789302007-11-13T19:07:00.000-08:002007-11-14T08:21:58.565-08:00Managing Design<a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="http://www.designcouncil.org.uk/en/About-Design/managingdesign/"><img style="FLOAT: left; MARGIN: 0pt 10px 10px 0pt; WIDTH: 194px; CURSOR: pointer; HEIGHT: 194px" alt="" src="http://www.designcouncil.org.uk/DCImages/About%20Design/Design%20in/Eleven%20lessons/BT/BT_Broadband_1_01.jpg" border="0" /></a><a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="http://www.designcouncil.org.uk/en/About-Design/managingdesign/"><img style="FLOAT: left; MARGIN: 0pt 10px 10px 0pt; WIDTH: 195px; CURSOR: pointer; HEIGHT: 195px" alt="" src="http://www.designcouncil.org.uk/DCImages/About%20Design/Design%20in/Eleven%20lessons/Lego/LEGO_D4Boverview2_L.jpg" border="0" /></a><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><span style="FONT-WEIGHT: bold">Practical Methods:</span><br /><ul style="FONT-FAMILY: verdana"><li><a href="http://www.designcouncil.org.uk/en/About-Design/managingdesign/Eleven-lessons/">Eleven Lessons: Managing design in eleven global brands</a></li><li><a href="http://www.designcouncil.org.uk/en/About-Design/managingdesign/The-Study-of-the-Design-Process/">The Design Process</a></li><li><a href="http://www.designcouncil.org.uk/en/About-Design/managingdesign/Business-Challenges/">Meeting Business Challenges</a></li><li><a href="http://www.designcouncil.org.uk/en/About-Design/managingdesign/Management-challenges/">Managing for Business Excellence</a></li></ul><span style="FONT-WEIGHT: bold">Case Studies:</span><br /><br /><ul style="FONT-FAMILY: verdana"><li><a href="http://www.designcouncil.org.uk/en/About-Design/managingdesign/Design-at-Alessi/">Alessi</a></li><li><a href="http://www.designcouncil.org.uk/en/About-Design/managingdesign/Design-at-BSkyB/">BSkyB</a></li><li><a href="http://www.designcouncil.org.uk/en/About-Design/managingdesign/Design-at-BT/">BT</a></li><li><a href="http://www.designcouncil.org.uk/en/About-Design/managingdesign/Design-at-LEGO/">LEGO</a></li><li><a href="http://www.designcouncil.org.uk/en/About-Design/managingdesign/Design-at-Microsoft/">Microsoft</a></li><li><a href="http://www.designcouncil.org.uk/en/About-Design/managingdesign/Design-at-Sony/">Sony</a></li><li><a href="http://www.designcouncil.org.uk/en/About-Design/managingdesign/Design-at-Starbucks/">Starbucks</a></li><li><a href="http://www.designcouncil.org.uk/en/About-Design/managingdesign/Design-at-Virgin-Atlantic-Airways/">Virgin Atlantic Airways</a></li><li><a href="http://www.designcouncil.org.uk/en/About-Design/managingdesign/Design-at-Whirlpool/">Whirlpool</a></li><li><a href="http://www.designcouncil.org.uk/en/About-Design/managingdesign/Design-at-Xerox/">Xerox</a></li><li><a href="http://www.designcouncil.org.uk/en/About-Design/managingdesign/Design-at-Yahoo/">Yahoo</a><br /></li></ul>Jhochoihttp://www.blogger.com/profile/09574557623719858552noreply@blogger.com0