harman case - enabling corporate design thinking

2014 Harman

Enabling corporate design thinkingFrom technology to experience-driven products in 18 months

Harman Case

2014 Harman

Product design boosted Designit Munich in the pioneering years.

2014 Harman

Close collaboration with AKG

2014 Harman

Harman . enabling corporate design thinking

2014 Harman

Harman wants to learn how to design.The challenge

Shutting down Northridge Profound restructuring program for Harman

2014 Harman

Ramping up Shenzhen Product development “At Speed”

2014 Harman

2011Challenges

2014 Harman

Slow time to market

Small volumes

Weak value propositions

No design resources

Loss in market share

$400m in annual revenue

Why Designit?

2014 Harman

Experienced - proven track record

Reliable – size matters

Calculable – fixed budget

Fast – talent and processes

Harman . enabling corporate design thinking

2014 Harman

“Do you want to go to China for one year?”Mission

Mission

2014 Harman

1. Implement Designit processes and methods.

Mission

2014 Harman

1. Implement Designit processes and methods.

2. Build up a multidisciplinary Design Team with a global mindset

Mission

2014 Harman

1. Implement Designit processes and methods.

2. Build up a multidisciplinary Design Team with a global mindset

3. Complete shift from technology driven to user centric approach

Mission

2014 Harman

1. Implement Designit processes and methods.

2. Build up a multidisciplinary Design Team with a global mindset

3. Complete shift from technology driven to user centric approach

4. Restructure portfolio and improve value propositions accordingly

Mission

2014 Harman

1. Implement Designit processes and methods.

2. Build up a multidisciplinary Design Team with a global mindset

3. Complete shift from technology driven to user centric approach

4. Restructure portfolio and improve value propositions accordingly

5. Create innovation through design thinking

2014 Harman

Ni hao. Settling down in China

Harman . enabling corporate design thinking

Shenzhen 1983 A fishermen village with a population of 30.000 .

2014 Harman

2014 Harman

Shenzhen 2011 12 million people, 99% immigrants, $50 billion GDP

2014 Harman

May 2011Masc and Maga taking off to China

2014 Harman

Moved in......right next to the Eiffel Tower

2014 Harman

Home sweet home.Generously sized… including strange details.

2014 Harman

Kickstarting the Harman Design Center

Harman . enabling corporate design thinking

Challenge #1: Catching upIn the first months it was the two of us designing day and night...

2014 Harman

well... not only two but actually three.

2014 Harman

Challenge #2: Installing a creative spaceHow many cubicals do you need?

2014 Harman

We got the warehouse...2014 Harman

Right on. So we made a plan...

2014 Harman

and visualized it.2014 Harman

And after just 4 weeks...

2014 Harman

... the Harman Design Center was ready to be populated with the first Designers.

2014 Harman

2014 Harman

Challenge #3: Finding the right peopleHey, do you want to move to Shenzhen?

...they said YES!2014 Harman

2014 Harman

After 12 months we have become a big family.A truly multi-disciplinary, multi-national team.

2014 Harman

Welcome to the corporate life.

Harman . enabling corporate design thinking

Bringing the own team up to speedImplementing Design Thinking Processes.

2014 Harman

Your passion needs to be contageous Daily collaboration with the engineering team.

2014 Harman

You have to manage your manager.Conducting workshops with the management team.

2014 Harman

Politics are massive.Understanding everyone’s agenda.

2014 Harman

Communication is key.Bilateral and multilateral.

2014 Harman

2014 Harman

Making it happen

Harman . enabling corporate design thinking

Challenging the organisation,Defining new product concepts,Creating value propositions,Structuring the portfolio

2014 Harman

2014 Harman

JBL PulseHarman Case

2014 Harman

2014 Harman

JBL Authentics SeriesHarman Case

2014 Harman

2014 Harman

Harman Case

2014 Harman

Making it happen. 30 products in 18 months.2014 Harman

2011Challenges

Slow time to market

Small volumes

Weak value propositions

No design resources

Loss in market share

$400m in annual revenue

2014 Harman

2014Leaving Harman

50+ products launched in 2 years

Multiple SKU with over 1m volume

Focused on user centered innovation

Multi-disciplinary design team

61 design and innovation awards

$800m in annual revenue

2014 Harman

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Presentation Title

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Part 01

2014 Harman

LearningsWhat would we do different?

Harman . enabling corporate design thinking

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Part 01

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Pioneer upfront Listen and understand the processes and structure first.

2014 Harman

1

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Deadlines are fuzzySet your own milestones.The deadline sets the level of perfection.

2014 Harman

2

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Part 01

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Design for the pricepointKeep it real

2014 Harman

3

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Make CMF a key element of your strategy Have ammunition against all subjective arguments.

2014 Harman

4

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Part 01

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Undecided details will haunt you forever.The details are not the details, they are the design.

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5

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Part 01

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Process is the key to design-thinking.Design-doing has become a commodity.

2014 Harman

6

2014 Harman

Passion Forward.