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Human-Centered Design Toolkit

Human-Centered Design Toolkit
For years, businesses have used human-centered design to develop innovative solutions. Why not apply the same approach to overcome challenges in the nonprofit world? This project, funded by International Development Enterprise (IDE) as part of a grant from the Bill & Melinda Gates Foundation, sought to provide NGOs and social enterprises with the tools to do just that. IDEO, in collaboration with nonprofit groups ICRW and Heifer International, developed the HCD Toolkit to help international staff and volunteers understand a community’s needs in new ways, find innovative solutions to meet those needs, and deliver solutions with financial sustainability in mind. The HCD Toolkit was designed specifically for NGOs and social enterprises that work with impoverished communities in Africa, Asia, and Latin America. The HCD toolkit has been used by organizations throughout the developing world, including Acumen Fund, AyurVAID, Heifer International, ICRW, IDE, Micro Drip, and VisionSpring.

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The Technology Adoption S-Curve and the Assimilation Gap By John Trigg, on April 29th, 2009 The technology adoption S-curve identifies seven phases in the adoption process: ContactAwarenessUnderstandingTrial Use/TrainingAdoptionInstitutionalisationInternalisation The assimilation gap is the gap between acquisition (the objective) and deployment (the reality). In practice, it is not uncommon to find that the first time that users have any engagement in a deployment project is when they attend a training course – we’re putting this new system in and you’re on the training course tomorrow! If this is the case, then the basic steps in the adoption process have been by-passed, and user adoption will fall short of the project goals. Need To Solve A Tough Business Problem? Look Beyond The MBAs This year marks the third anniversary of the Rotman Design Challenge. It started out as a commendable experiment by the school’s Business Design Club to expose MBAs at the University of Toronto’s Rotman School of Management to the value of design methods in business problem solving. This year, the competition drew teams from a few other MBA schools and some of the best design schools in North America.

When will computer hardware match the human brain? by Hans Moravec Journal of Evolution and Technology. 1998. Vol. 1 When will computer hardware match the human brain? (Received Dec. 1997) Hans Moravec How visionaries see the future By Francisco Dao On March 28, 2013 I just returned from the inaugural Dent conference where a session by Pixar co-founder Alvy Ray Smith started me thinking about how true visionaries see the future. Smith explained that in 1979 — when he and his collaborator Ed Catmull started working with the Computer Graphics Group at Lucasfilm, which would eventually be spun out to Steve Jobs and become Pixar — the computing power required to do what they dreamed about wasn’t anywhere close to being a reality.

10 Design Thinking Principles for Strategic Business Innovation I explained to them that "design thinking" is crucial to any innovation effort if a company wants to break out of its current competitive structure. Today's management concepts are heavily based on "optimization" and "scale economics". It means making better use of your resource and exercise your market power to gain competitive advantage. It does not really address the other side of the problem which is "size" can create a different set of problems. That's when legacys and bureaucracy hinder imagination and opportunities for growth for large organizations. The Making-of Innovation » Towards Human-Centered Design The consequence of taking customer orientation serious is to integrate them right at the heart of value creation – in new product design and development. The transitions in innovation management during the last years allow us exactly to that in a more resolute way. By democratizing knowledge and information the social media revolution strongly supported the dissemination of concepts such as open innovation and co-creation and at the same time transformed people from content consumers into content producers and even co-designers.

What Innovators Can Learn From Artists By Tim Leberecht - January 2, 2013 Andy Warhol knew it all along: “Good business is the best art.” And lately, a number of business thinkers and leaders have begun to embrace the arts, not as an escapist notion, a parallel world after office hours, or a creative asset, but as an integral part of the human enterprise that ought to be woven into the fabric of every business—from the management team to operations to customer service. John Maeda, the president of the Rhode Island School of Design (RISD) and author of the book Redesigning Leadership, predicts that artists will emerge as the new business leaders and cites RISD graduates Joe Gebbia and Brian Chesky, co-founders of Airbnb, as prominent examples. The author William Deresiewicz heralds reading as the most important task of any leader. John Coleman makes a compelling case for the role of poetry in business.

IDEO: Big Innovation Lives Right on the Edge of Ridiculous Ideas Imagine for a second if you could somehow wrap up the creative chaos of a kindergartner’s life and apply it at work. You’d go on field trips, make stuff, hatch crazy ideas, and be awed by the world on a daily basis. Sound ridiculous? At the renowned international design consultancy IDEO, it’s how work gets done every day. These Mad Scientists Want to Replace Solar Panels With Potted Plants Designer Fabienne Felder wants to reupholster jumbo jets with moss. In her vision, passengers will sit on verdant tufts while the bryophytes purify the air and use electrons captured during photosynthesis to power the Direct TV panels on the seat backs. Many would think Felder was crazy, but biochemist Dr. Paolo Bombelli and plant scientist Ross Dennis from the University of Cambridge were impressed with her brio and offered her the opportunity to collaborate with their lab.

Four Essential Members of a Great Design Team Four Essential Members of a Great Design Team Have you ever wondered why you can successfully collaborate with another designer in your office? Maybe you share similar ideas, but there’s also a good chance you’re nothing alike. At Kaleidoscope, some of the designers (including me) are organized and analytical. Others think freely and contextually. How can we coexist?

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