How organizations can use practices developed by expert designers to solve today's open, complex, dynamic, and networked problems. When organizations apply old methods of problem-solving to new kinds of problems, they may accomplish only temporary fixes or some ineffectual tinkering around the edges. Today's problems are a new breed—open, complex, dynamic, and networked—and require a radically different response. In this book, Kees Dorst describes a new, innovation-centered approach to problem-solving in organizations: frame creation. It applies “design thinking,” but it goes beyond the borrowed tricks and techniques that usually characterize that term. Frame creation focuses not on the generation of solutions but on the ability to create new approaches to the problem situation itself. The strategies Dorst presents are drawn from the unique, sophisticated, multilayered practices of top designers, and from insights that have emerged from fifty years of design research. Dorst describes the nine steps of the frame creation process and illustrates their application to real-world problems with a series of varied case studies. He maps innovative solutions that include rethinking a store layout so retail spaces encourage purchasing rather than stealing, applying the frame of a music festival to understand late-night problems of crime and congestion in a club district, and creative ways to attract young employees to a temporary staffing agency. Dorst provides tools and methods for implementing frame creation, offering not so much a how-to manual as a do-it-yourself handbook—a guide that will help practitioners develop their own approaches to problem-solving and creating innovation.

How organizations can use practices developed by expert designers to solve today's open, complex, dynamic, and networked problems. When organizations apply old methods of problem-solving to new kinds of problems, they may accomplish only temporary fixes or some ineffectual tinkering around the edges. Today's problems are a new breed—open, complex, dynamic, and networked—and require a radically different response. In this book, Kees Dorst describes a new, innovation-centered approach to problem-solving in organizations: frame creation. It applies “design thinking,” but it goes beyond the borrowed tricks and techniques that usually characterize that term. Frame creation focuses not on the generation of solutions but on the ability to create new approaches to the problem situation itself. The strategies Dorst presents are drawn from the unique, sophisticated, multilayered practices of top designers, and from insights that have emerged from fifty years of design research. Dorst describes the nine steps of the frame creation process and illustrates their application to real-world problems with a series of varied case studies. He maps innovative solutions that include rethinking a store layout so retail spaces encourage purchasing rather than stealing, applying the frame of a music festival to understand late-night problems of crime and congestion in a club district, and creative ways to attract young employees to a temporary staffing agency. Dorst provides tools and methods for implementing frame creation, offering not so much a how-to manual as a do-it-yourself handbook—a guide that will help practitioners develop their own approaches to problem-solving and creating innovation.

The first step-by-step guidebook for successful innovation planning Unlike other books on the subject, 101 Design Methods approaches the practice of creating new products, services, and customer experiences as a science, rather than an art, providing a practical set of collaborative tools and methods for planning and defining successful new offerings. Strategists, managers, designers, and researchers who undertake the challenge of innovation, despite a lack of established procedures and a high risk of failure, will find this an invaluable resource. Novices can learn from it; managers can plan with it; and practitioners of innovation can improve the quality of their work by referring to it.

Innovation is seen as an interactive process that involves many actors within and across organizational boundaries. In public sector services, innovation is a frequent, often holistic, and multi-layered process that involves many actors and many services at the same time. However, most of the existing literature on innovation in public sector services is based on the economics of innovation, which is heavily influenced by investigations of the private sector. Innovation in the Public Sector develops a more context-sensitive and rich approach in order to explore the different logics of innovation that prevail here. Rather than presenting a general theory of innovation, the book specifies how innovation and value creation are interconnected with social and institutional elements. Analytical constructs, including dynamic capability, absorptive capacity, and practice-based approaches, are reviewed and anchored in the organizational context of public sector services. Such a perspective on innovation can help us develop new understandings of the process and history of innovation, contributing to processual organizational analysis in a broader sense, and further developing present theories of organizational change.

This book presents unique insights and advice on defining and managing the innovation transformation journey. Using novel ideas, examples and best practices, it empowers management executives at all levels to drive cultural, technological and organizational changes toward innovation. Covering modern innovation techniques, tools, programs and strategies, it focuses on the role of the latest technologies (e.g., artificial intelligence to discover, handle and manage ideas), methodologies (including Agile Engineering and Rapid Prototyping) and combinations of these (like hackathons or gamification). At the same time, it highlights the importance of culture and provides suggestions on how to build it. In the era of AI and the unprecedented pace of technology evolution, companies need to become truly innovative in order to survive. The transformation toward an innovation-led company is difficult – it requires a strong leadership and culture, advanced technologies and well-designed programs. The book is based on the author’s long-term experience and novel ideas, and reflects two decades of startup, consulting and corporate leadership experience. It is intended for business, technology, and innovation leaders.

Practical advice for redesigning “big, old” companies for digital success, with examples from Amazon, BNY Mellon, LEGO, Philips, USAA, and many other global organizations. Most established companies have deployed such digital technologies as the cloud, mobile apps, the internet of things, and artificial intelligence. But few established companies are designed for digital. This book offers an essential guide for retooling organizations for digital success. In the digital economy, rapid pace of change in technology capabilities and customer desires means that business strategy must be fluid. As a result, the authors explain, business design has become a critical management responsibility. Effective business design enables a company to quickly pivot in response to new competitive threats and opportunities. Most leaders today, however, rely on organizational structure to implement strategy, unaware that structure inhibits, rather than enables, agility. In companies that are designed for digital, people, processes, data, and technology are synchronized to identify and deliver innovative customer solutions—and redefine strategy. Digital design, not strategy, is what separates winners from losers in the digital economy. Designed for Digital offers practical advice on digital transformation, with examples that include Amazon, BNY Mellon, DBS Bank, LEGO, Philips, Schneider Electric, USAA, and many other global organizations. Drawing on five years of research and in-depth case studies, the book is an essential guide for companies that want to disrupt rather than be disrupted in the new digital landscape. Five Building Blocks of Digital Business Success: Shared Customer Insights Operational Backbone Digital Platform Accountability Framework External Developer Platform

As an acknowledged guru in the field of creativity and innovation, Arthur VanGundy has inspired businesses in a variety of industries to generate more original, cutting-edge ideas. Getting to Innovation is a detailed guide to achieving the critical first step in formulating creative and useful ideas–i.e., asking the right questions that define the challenges facing any organization. Readers will discover: * how to write positioning and rationale statements for each challenge * how to link together multiple objectives in priority frameworks * the top 10 techniques for generating creative ideas * tips for designing and running brainstorming retreats * advice on how to select the best ideas from the many that have been generated When it comes to true innovation, it’s not formulating the great ideas, but asking the right questions that will ultimately lead to results. Getting to Innovation offers the tools to help every company tap into its most inspired thinking.

“Cukier and his co-authors have a more ambitious project than Kahneman and Harari. They don’t want to just point out how powerfully we are influenced by our perspectives and prejudices—our frames. They want to show us that these frames are tools, and that we can optimise their use.” —Forbes From pandemics to populism, AI to ISIS, wealth inequity to climate change, humanity faces unprecedented challenges that threaten our very existence. The essential tool that will enable humanity to find the best way foward is defined in Framers by internationally renowned authors Kenneth Cukier, Viktor Mayer-Schönberger, and Francis de Véricourt. To frame is to make a mental model that enables us to make sense of new situations. Frames guide the decisions we make and the results we attain. People have long focused on traits like memory and reasoning, leaving framing all but ignored. But with computers becoming better at some of those cognitive tasks, framing stands out as a critical function—and only humans can do it. This book is the first guide to mastering this human ability. Illustrating their case with compelling examples and the latest research, authors Cukier, Mayer-Schönberger, and de Véricourt examine: · Why advice to “think outside the box” is useless · How Spotify beat Apple by reframing music as an experience · How the #MeToo twitter hashtag reframed the perception of sexual assault · The disaster of framing Covid-19 as equivalent to seasonal flu, and how framing it akin to SARS delivered New Zealand from the pandemic Framers shows how framing is not just a way to improve how we make decisions in the era of algorithms—but why it will be a matter of survival for humanity in a time of societal upheaval and machine prosperity.

Turbulence characterises the current global scene. This book uses complementary theoretical approaches to understand and help prescribe policies to ‘re-frame’ the regional development problem in turbulent times. These approaches are: evolutionary complexity; evolutionary economic geography; emergence theory; and resilience theory. From below, they address the four major crises creating a ‘perfect storm’ for societies and economics involving: the climate change crisis; the energy crisis; the banking and financial crisis; and the global economic crisis. This book analyses and proposes ways in which regional economies, in particular, are having to be ‘reframed’ to address these crises. First, many must evolve in new ways, possibly moving back from the ‘service economy’ towards a new, greener form of manufacturing of goods as well as services. Accordingly, regional economies are innovating in new ways. Amongst these are the quest for ‘relatedness’ within their own regional orbits, and promoting ‘modularity’ as a mode of analysis and a policy stance to stimulate innovation across industry and geographical borders. Finally, regional economies and societies are discovering that, from a ‘resilience’ perspective, they must find answers to the higher levels of governance with which they increasingly struggle. In this respect regional economies are in ‘transition’ and regional processes are ‘emergent’. The transition seeks to address the four crises, involving re-balancing, re-directing and re-framing future policy and practice. This book describes many of the novel ‘framings’ involved in understanding the new ways in which this major task is being addressed in theory, policy and everyday practice.

The power of transformative design, multidisciplinary leaps, and diversity: lessons from a Black professional’s journey through corporate America. Design offers so much more than an aesthetically pleasing logo or banner, a beautification add-on after the heavy lifting. In Reimagining Design, Kevin Bethune shows how design provides a unique angle on problem-solving—how it can be leveraged strategically to cultivate innovation and anchor multidisciplinary teamwork. As he does so, he describes his journey as a Black professional through corporate America, revealing the power of transformative design, multidisciplinary leaps, and diversity. Bethune, who began as an engineer at Westinghouse, moved on to Nike (where he designed Air Jordans), and now works as a sought-after consultant on design and innovation, shows how design can transform both individual lives and organizations. In Bethune’s account, diversity, equity, and inclusion emerge as a recurring theme. He shows how, as we leverage design for innovation, we also need to consider the broader ecological implications of our decisions and acknowledge the threads of systemic injustice in order to realize positive change. His book is for anyone who has felt like the “other”—and also for allies who want to encourage anti-racist, anti-sexist, and anti-ageist behaviors in the workplace. Design transformation takes leadership—leaders who do not act as gatekeepers but, with agility and nimbleness, build teams that mirror the marketplace. Design in harmony with other disciplines can be incredibly powerful; multidisciplinary team collaboration is the foundation of future innovation. With insight and compassion, Bethune provides a framework for bringing this about.