Operational ( Design ) Innovation Means Practical Quality
Innovation itself as a specific effort is often not a linear process by any stretch of imagination ( although there are countless systems that an create a feeling of linear innovation ) and especially within the context of corporate innovation, the process itself often sits somewhere between new product development and brainstorming. But what if there were a specific way to not only codify but shepard more effectively the innovation process to as to increase effectiveness ? Well there is.
In ” Exploring Operational Practices and Archetypes of Design Thinking ” we see the way and some of the underlying capabilities of Cooperative Understanding, Aspirational Visioning, Truth Seeking, Comprehensive Solution, Optimistic Collaborating, Analytical Prototyping, Personal Reflecting and how this directly impacts the most effective manifestations of design, design thinking and specifically disruptive design efforts such as Training ( more formally known as warmups ) Marathons, Relays, and Sprints.
When it comes to the integration of such tools and capabilities, what is key to understand in the innovation cycle is that the ability to balance designer led v.s team driven and low urgency v.s high urgency needs to be carefully articulates to determine the exact nature of the innovation process to use, with, the most important factor to understand is that by the time a full systemic innovation is taking place the above processes are more often associated with new product development efforts but where the same tools still can be used effectively.
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