Design
Every company desires to be the next Apple and emulate its a design-driven culture. Companies see the benefits: 50–200 % return-on-design, substantial press coverage, impassioned word-of-mouth, disruptive effects on industry, and the subsequent spawning o
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Introduction
“Good strategy is design, and design is about fitting various pieces together so they work as a coherent whole.” [1]
Today’s managers must successfully navigate “wicked problems”. The global environment for new products is highly competitive, dynamic, uncertain, unpredictable, and constantly disrupted. Technical competence must be bulwarked by an ability to find novel perspectives rather than depend on past experience. Companies must adapt, respond creatively on-the-fly, and envision new opportunities as well as the consequences of wide-ranging choices. They need to embrace experimentation, make many small bets with the knowledge that most will fail, but a design approach offers a way forward to innovation even in uncertainty—an action approach with an invaluable opportunity to learn. This Chapter Will Discuss
• What are the definitions and history of industrial design, design thinking and design orientation? • What is the culture of design orientation and how is it supported (i.e., structure, processes, and people)? • What are the design thinking principles and tools used to unleashing creativity and innovation? • What are the thinking processes designers use in a broad range of problemsolving situations? • How does design interact with other functions in product development and innovation?
K. Gaubinger et al., Innovation and Product Management, Springer Texts in Business and Economics, DOI 10.1007/978-3-642-54376-0_13, # Springer-Verlag Berlin Heidelberg 2015
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Design
Practical Insight
Gillette: Designing Razors for India Procter & Gamble executives say it was striking the first time they witnessed a man shave while sitting barefoot on the floor in a tiny hut in India. He had no electricity, no running water and no mirror. The 20 U.S.-based executives observed the man in 2008 during one of 300 visits they made to homes in rural India. The goal? To gain insights they could use to develop a new razor for India. “That, for me, was a big ‘a-ha’,” said Alberto Carvalho, vice president, global Gillette, a unit of P&G. “I had never seen people shaving like that.” The visits kicked off the 18 months it took to develop Gillette Guard, a low-cost razor designed for India and other emerging markets. Introduced 3 years ago, Guard quickly gained market share and today represents two out of every three razors sold in India. The story of how Guard came to be illustrates the balance companies must strike when creating products for emerging markets: It’s not as simple as slapping a foreign label on an American product. To successfully sell products overseas, particularly in developing markets, companies must tweak them so they’re relevant to the people who live there. And often, that means rethinking everything from the product’s design to its cost. More companies will have to consider this balancing act as they increasingly move into emerging markets such as India, China and Brazil to offset slower growth in developed regions such as the U.S. Gillette has sold razors in India for over a
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