[SIS] Innovation & Designing for Impact

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lecture in a series from Strategic Design & Management Summer Intensive at Parsons the New School for Design http://parsons-sis2014.tumblr.com

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<ul><li>TIM STOCK SUMMER 2014 innovation &amp; designing for impact 1 Strategic Design &amp; Management Summer 2014 </li><li>TIM STOCK SUMMER 2014 2 what do we mean by innovation? </li><li>TIM STOCK SUMMER 2014 3 why do companies struggle with innovation? past present future lets just do the same thing we did last time </li><li>TIM STOCK SUMMER 2014 stories 4 patterns finding the future of our business where do we invest? signals it comes down to what we choose to see and how we process that as action for the business </li><li>TIM STOCK SUMMER 2014 5 innovation and cognitive deficits depression is the inability to imagine a future past present future </li><li>TIM STOCK SUMMER 2014 6 what happened to Kodak? past present future </li><li>TIM STOCK SUMMER 2014 7 what happened to Blockbuster? past present future </li><li>TIM STOCK SUMMER 2014 8 innovation is about risk an idea that is not dangerous is unworthy of being called an idea at all. [Oscar Wilde] </li><li>TIM STOCK SUMMER 2014 9 The more original a discovery, the more obvious it seems afterwards. [Arthur Koestler] innovation is about being predictive </li><li>TIM STOCK SUMMER 2014 10 Cinema is a matter of whats in the frame and whats out. [Martin Scorsese] innovation is about choices </li><li>TIM STOCK SUMMER 2014 developing the what if building cognitive frameworks over just making more product 11 </li><li>TIM STOCK SUMMER 2014 the difference between invention &amp; innovation 12 innovation requires context to ourish </li><li>TIM STOCK SUMMER 2014 the difference between invention &amp; innovation innovation requires context to ourish 13 </li><li>TIM STOCK SUMMER 2014 always see the human framework innovation cant be sustained if it is not in sync with people 14 @bryankramer </li><li>TIM STOCK SUMMER 2014 innovation requires imagination as we mature our own cognitive bias gets in the way 15 </li><li>TIM STOCK SUMMER 2014 innovation requires intelligence building that imagination into the way you do business 16 people will use it it can be built it can make money DESIRABLE FEASIBLE VIABLE technology revenue models people partners systems trends </li><li>TIM STOCK SUMMER 2014 17 nding where we t into the story is critical understanding the narrative dynamics past present future </li><li>TIM STOCK SUMMER 2014 18 what the structure of intelligent innovation past present changing context emerging signals $ : economics technology society data patterns evidence what is changing? </li><li>TIM STOCK SUMMER 2014 near term what can I do to leverage this? long term what can I do to leverage this? 19 what the structure of intelligent innovation past present future changing context emerging signals translate codes into actionable insights $ : economics technology society data patterns evidence insights platforms </li><li>TIM STOCK SUMMER 2014 20 what changes are impacting how things are made and consumed step one: establish the dynamics for innovation $ : economy tech society </li><li>TIM STOCK SUMMER 2014 21 what in market and conceptual examples support these shifts step two: source and code signals The Myth collection </li><li>TIM STOCK SUMMER 2014 22 dene actions that make sense for the business step three: translate insights into an action framework </li><li>TIM STOCK SUMMER 2014 transformative intelligence to drive new stories innovation is about delivering in a way that makes all other choices dissolve 23 </li><li>TIM STOCK SUMMER 2014 who transformed the internet? 24 past present future 2000s </li><li>TIM STOCK SUMMER 2014 25 google search rewires our expectation on how the internet should work 2000s </li><li>TIM STOCK SUMMER 2014 25 google search rewires our expectation on how the internet should work portalutility 2000s </li><li>TIM STOCK SUMMER 2014 who transformed air travel? 26 past present future 1990s </li><li>TIM STOCK SUMMER 2014 premium economy redefines expectation in category every other airline 27 1990s </li><li>TIM STOCK SUMMER 2014 premium economy redefines expectation in category every other airline 27 economicalaspirational 1990s </li><li>TIM STOCK SUMMER 2014 near term what can I do to leverage this? long term what can I do to leverage this? 28 the future of air travel past present future changing context emerging signals insights data platforms evidence today how can we expect consumers to evolve? </li><li>TIM STOCK SUMMER 2014 who transformed beauty retailing? 29 past present future 2000s </li><li>TIM STOCK SUMMER 2014 30 access to the internet rewires how interest and interaction works in buying beauty products </li><li>TIM STOCK SUMMER 2014 30 access to the internet rewires how interest and interaction works in buying beauty products packagedexperiential </li><li>TIM STOCK SUMMER 2014 near term what can I do to leverage this? long term what can I do to leverage this? 31 the future of beauty retailing past present future changing context emerging signals insights data platforms evidence consumer knowledge urbanism educated consumer return of physical retail design in everything how can we expect consumers to evolve? </li><li>TIM STOCK SUMMER 2014 who transformed hotels? 32 past present future 1990s </li><li>TIM STOCK SUMMER 2014 trading up redefines expectation in category 33 1990s </li><li>TIM STOCK SUMMER 2014 trading up redefines expectation in category 33 standardizationpersonalization 1990s </li><li>TIM STOCK SUMMER 2014 near term what can I do to leverage this? long term what can I do to leverage this? 34 the future of hotels past present future changing context emerging signals insights data platforms evidence today how can we expect consumers to evolve? </li><li>TIM STOCK SUMMER 2014 35 who transformed fashion retail? 2000s </li><li>TIM STOCK SUMMER 2014 36 desire for customization rewires our expectation on how things work 2000s </li><li>TIM STOCK SUMMER 2014 36 desire for customization rewires our expectation on how things work commoditizationcustomization 2000s </li><li>TIM STOCK SUMMER 2014 near term what can I do to leverage this? long term what can I do to leverage this? 37 the future of fashion retail past present future changing context emerging signals insights data platforms evidence 3D printing consumer knowledge urbanism educated consumer return of physical retail design in everything mobile today how can we expect consumers to evolve? </li><li>TIM STOCK SUMMER 2014 who transformed fast food? past present future 2000s </li><li>TIM STOCK SUMMER 2014 39 transparency rewires our expectation on what food should be 2000s </li><li>TIM STOCK SUMMER 2014 39 transparency rewires our expectation on what food should be fast &amp; cheaptransparent 2000s </li><li>TIM STOCK SUMMER 2014 near term what can I do to leverage this? long term what can I do to leverage this? 40 the future of fast food past present future changing context emerging signals insights data platforms evidence consumer knowledge urbanism educated consumer how can we expect consumers to evolve? today </li><li>TIM STOCK SUMMER 2014 who transformed television? past present future 2000s </li><li>TIM STOCK SUMMER 2014 42 always on rewires how we watch and share media 2000s </li><li>TIM STOCK SUMMER 2014 42 always on rewires how we watch and share media time basedinterest based 2000s </li><li>TIM STOCK SUMMER 2014 near term what can I do to leverage this? long term what can I do to leverage this? 43 how can we expect consumers to evolve? the future of television past present future changing context emerging signals insights data platforms evidence </li><li>TIM STOCK SUMMER 2014 stories 44 patterns finding the future of our business where do we invest? signals it comes down to what we choose to see and how we process that as action for the business </li><li>TIM STOCK SUMMER 2014 45 afternoon meet at 2:15pm MET group desk Fifth Avenue &amp; 82nd Street </li></ul>

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