User-Led Innovation Can't Create Breakthroughs; Just Ask Apple and Ikea. The user is king.
It's a phrase that's repeated over and over again as a mantra: Companies must become user-centric. But there's a problem: It doesn't work. Here's the truth: Great brands lead users, not the other way around. The Apple and IKEA way Take Apple. Another hyper-growth brand, IKEA, has the same belief. Of course, neither Apple nor IKEA will say this publicly since they are both extremely closed companies and would risk offending users (and the design community) by speaking out against user-centeredness. And since no one will speak up, the false value of the user-as-leader has spread. Be a Visionary. Digital Innovations at UCLA. Cultural-Digital Intersections: Village Incubators, Emergent Databases, Indigenous Networks in Central Asia, and the South Asian Web Graduate School of Education and Information Studies, and the Department of Design/Media Arts in the School of the Arts and Architecture Primary contact Ramesh Srinivasan Assistant Professor Information Studies (courtesy: Design| Media Arts) (310) 206 - 8320 email@example.com Project description I will show a series of ongoing research projects that explicitly explore connections between cultural discourses and new media systems.
Emerging Databases, Emerging Diversity (ED2): In collaboration with Cambridge University (UK) Museum of Anthropology, this project (NSF-funded) is a study of the ability of museums to re-introduce digital objects to the communities from which they originated. . - Village Incubators: An ongoing project focused on two oral, pre-literate rural villages in Southern India (Andhra Pradesh). Disrupting College.
3D printing: The printed world. Implementing a “rapid innovation” entity: timeline. For Vijay Govindarajan, there is no doubt: “Innovation cannot happen inside the performance engine, so it requires a dedicated innovation team.
Every time you start a new innovation initiative — which the performance engine cannot do because of its limits of reach — you are essentially creating a startup company. This is a major organizational undertaking.” (“How to bring innovation to market” 2011, Jan) In the “Rapid innovation” model, we have followed Vijay argument (also developed in details in his amazing analysis: “Forget, Borrow, Learn: Secrets to Building Breakthrough Businesses, Within Established Organizations”, Harvard Business School Press, 2005).
We suggested 3 principles : We did not yet design a roadmap to implement this model. First month – Create a framework for rapid innovation Three months – Implement fast Development methodologies Six to nine months – Go for Engagement Like this: Like Loading... Innovation Camps « Invitro Innovation. Many companies today have fewer competitive options, with the only path to generate greater revenues and profits is to GROW.
One of the few sources of organic growth left to many firms is through innovation. But having a quality pipeline of viable ideas for execution does not come naturally to companies. Even here in Singapore, many companies do not have processes to take innovations from business problem to idea execution. The nature of business means that is usually favours more left brain type thinking, however the kind of problem solving and creative thought that innovation demands is more right brained.
This and the fact that routine or pressured work also undermines creative thought means that Innovation Ideation needs to be ring-fenced from the day to day of office work. Some have resorted to a kind of “intervention”, where a diverse group of company talents and stakeholders gather to put their heads together to generate a stream of new ideas to fuel growth.