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The Art of Innovation : Lessons in Creativity from IDEO, America's Leading Design Firm (Hardcover)
by Tom Kelley, Jonathan Littman
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Innovation |
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| MSL Pointer Review:
An insightful and eye-opening read on the art of innovation for entrepreneurs and managers in this brutal age of "Innovate or Die." |
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Author: Tom Kelley, Jonathan Littman
Publisher: Currency Doubleday
Pub. in: January, 2001
ISBN: 0385499841
Pages: 320
Measurements: 9.5 x 6.6 x 1.1 inches
Origin of product: USA
Order code: BA00062
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- MSL Picks -
Tom Kelley, IDEO general manager and brother to David Kelley, IDEO founder, wrote the Art of Innovation as an introductory guide to how business is run at the world's leading design firm. He hopes that we can take some of this information and incorporate it into our workplace's culture, so as to drive innovation.
Kelley outlines a seemingly simple process of design. This process includes an observation and understanding phase, a quick brainstorming and initial prototyping phase, an elaboration and refining phase, a final product phase, and a phase transferring the final product to the client's factories. The book only focuses on the first three phases.
In the observing and understanding phase Kelley provides a multitude of techniques so that this can be done more effectively. These include going "into the jungle" and watching customers, directly, or envisioning a child using a product. It is clear that observation of the problem, is the most difficult, yet essential step to successful design.
Next, Kelley describes the process of brainstorming at IDEO, and the manner in which brainstorming is truly an art, which must be refined. He offers several tips (i.e. Allow for silly ideas) for improving the effectiveness of group brainstorms. Kelley emphasizes the rapidity with which the team can move from brainstorming to prototyping. Prototyping brings out specific problems, which can be refined, specifically.
Finally, Kelley describes elaborating on a the ideas of design. This is done not just with prototyping, but with a mentality which drives thinking of everything as an 'experience'. (Don't simply think about blowing your nose. Think about the process of getting a tissue from the box and bringing it to your nose, and scrutinize it for problems.) Also, Kelley mentions that simplicity is essential.
These three phases of designs are richly described with a variety of real-life experiences found at IDEO and techniques for achieving similar results. Kelley also emphasizes the working in groups aspect of a good design firm, which can be useful for a manager in any business.
Kelley, also, emphasizes the importance of working in groups. He describes the environmental conditions suitable for a really "hot team". These conditions include a corporate culture non-critical of failed concepts and a work space resembling a play space. The teams are allowed a long leash in solving the problems presented to them. From the examples in the book, this approach seems to work fantastically. Kelley offers a variety of tips for upper management to create a workplace that can breed creativity.
Ultimately, if in business or not, The Art of Innovation can be a highly valued book. It relays something inherently simple: the old saying that "nothing is perfect" is actually true. If we can put ourselves in the position of a dissatisfied Platonist, we can innovate or improve on every single thing in the world. The techniques Kelley describes are valuable, but the most important message to take is that any and all of us can be innovative. The first step is taking off your tie. (From quoting Boffo, USA)
Target readers:
Executives, managers, entrepreneurs, professionals, government leaders, and MBAs.
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What Customers Want: Using Outcome-driven Innovation to Create Breakthrough Products and Services
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Tom Kelley is general manager of IDEO, the world's leading design consultancy specializing in product development and innovation. Working together with his brother, IDEO founder David Kelley, he has helped manage the firm, as it has grown from twenty designers to a staff of over three hundred. During that time, he has been responsible for diverse areas such as business development, marketing, human resources, and operations. Like everyone else at IDEO, he also occasionally gets down on his knees to cut foam core alongside IDEO clients and designers, as part of the firm's brainstorming and prototyping efforts.
Jonathan Littman is the author of The Fugitive Game and The Watchman and is a contributing writer for Red Herring magazine.
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From the Publisher:
IDEO, the widely admired, award-winning design and development firm that brought the world the Apple mouse, Polaroid's I-Zone instant camera, the Palm V, and hundreds of other cutting-edge products and services, reveals its secrets for fostering a culture and process of continuous innovation.
There isn't a business in America that doesn't want to be more creative in its thinking, products, and processes. At many companies, being first with a concept and first to market are critical just to survive. In The Art of Innovation, Tom Kelley, general manager of the Silicon Valley based design firm IDEO, takes readers behind the scenes of this wildly imaginative and energized company to reveal the strategies and secrets it uses to turn out hit after hit.
IDEO doesn't buy into the myth of the lone genius working away in isolation, waiting for great ideas to strike. Kelley believes everyone can be creative, and the goal at his firm is to tap into that wellspring of creativity in order to make innovation a way of life. How does it do that? IDEO fosters an atmosphere conducive to freely expressing ideas, breaking the rules, and freeing people to design their own work environments. IDEO's focus on teamwork generates countless breakthroughs, fueled by the constant give-and-take among people ready to share ideas and reap the benefits of the group process. IDEO has created an intense, quick-turnaround, brainstorm-and-build process dubbed "the Deep Dive."
In entertaining anecdotes, Kelley illustrates some of his firm's own successes (and joyful failures), as well as pioneering efforts at other leading companies. The book reveals how teams research and immerse themselves in every possible aspect of a new product or service, examining it from the perspective of clients, consumers, and other critical audiences.
Kelley takes the reader through the IDEO problem-solving method:
> Carefully observing the behavior or "anthropology" of the people who will be using a product or service
> Brainstorming with high-energy sessions focused on tangible results
> Quickly prototyping ideas and designs at every step of the way
> Cross-pollinating to find solutions from other fields
> Taking risks, and failing your way to success
> Building a "Greenhouse" for innovation
IDEO has won more awards in the last ten years than any other firm of its kind, and a full half-hour Nightline presentation of its creative process received one of the show's highest ratings. The Art of Innovation will provide business leaders with the insights and tools they need to make their companies the leading-edge, top-rated stars of their industries.
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1 - Innovation at the Top
Innovation wasn't always a hot topic in the Silicon Valley. More than a decade ago, when our firm was just a small group of product designers working over a dress shop in Palo Alto, we became very interested in why companies looked outside for product development. We hired a professional services firm to help answer that question, and after interviewing many clients (and nonclients) we distilled the answers down into four key reasons: One was just raw capacity. Companies had a bigger appetite than their in-house resources could satisfy. The second was speed. If they couldn't find anybody in-house to sign up to some incredibly tight deadline, they would look outside. The third reason was the need for some specific expertise outside their core competencies. And the fourth was innovation.
Well, a funny thing has happened in the ensuing years. Innovation has risen from the bottom to the top of the list. During that time, IDEO has broadened its client base to include some of the best-known and best-managed companies in the world. I personally have met with executives from more than a thousand companies to talk about their organizations' emerging technologies, market perceptions, and, of course, product development plans. With more than a thousand firsthand experiences, it's hard not to spot emerging trends unless you are truly asleep at the wheel. The biggest single trend we've observed is the growing acknowledgment of innovation as a centerpiece of corporate strategies and initiatives. What's more, we've noticed that the more senior the executives, the more likely they are to frame their companies' needs in the context of innovation.
To those few companies sitting on the innovation fence, business writer Gary Hamel has a dire prediction: "Out there in some garage is an entrepreneur who's forging a bullet with your company's name on it. You've got one option now? To shoot first. You've got to out-innovate the innovators."
Today companies seem to have an almost insatiable thirst for knowledge, expertise, methodologies, and work practices around innovation. The purpose of this book is to help satisfy some of that thirst, drawing on IDEO's experience from the "front lines" of more than three thousand new product development programs. Our experience is direct and immediate, earned from practical application, not management theory. We've helped old-line Fortune 500 companies reinvent their organizations and bold young start-ups create new industries. We've helped design some of the world's most successful products, everything from the original Apple mouse, once called "the most lovable icon of the computer age." to the elegant Palm V handheld organizer. Whether you are a senior executive, a product manager, an R&D team leader, or a business unit manager, we believe this book can help you innovate.
One of the advantages of our front-lines experience is that we've collected a wealth of contemporary success stories from leading companies around the world. We've linked those organizational achievements to specific methodologies and tools you can use to build innovation into your own organization. I think you'll find that this book will help you to arrive at insights that are directly relevant to you and your company.
I joined IDEO in the late 1980s, when it was reaching that critical stage at which many start-ups either stall or implode. Since that time, however, IDEO has grown dramatically in size and influence, and Fast Company magazine now calls it "the world's most celebrated design firm." The Wall Street Journal dubbed our offices "Imagination's Playground," and Fortune titled its visit to IDEO "A Day at Innovation U." Every spring, Business Week publishes a feature story on the power of design in business and includes a cumulative tally of firms who have won the most Industrial Design Excellence Awards. IDEO has topped that list for ten years running.
What's unique about IDEO is that we straddle both sides of the innovation business, as both practitioners and advisers. Every day we work with the world's premier companies to bring innovative products and services to market. Even the best management consulting firms don't enjoy that hands-on, in-the-trenches experience. Yet, like the best consulting firms, we sometimes host teams from multinational companies who want to learn from our culture and steep themselves in our methodology. In other words, we don't just teach the process of innovation. We actually do it, day in and day out.
As I was completing this book, Tiger Woods was winning the U.S. Open golf tournament at Pebble Beach, dominating the field as never before. He seemed both intense and utterly calm. His dedication was complete, and his swing and putting were nearly perfect. In spite of what looked like masterful putting in his first round, he insisted that the balls weren't going into the hole smoothly enough for him. They were just "scooting," he said, not rolling. He stayed on the practice green till they rolled beautifully. Butch Harmon, his swing guru, said Tiger was playing better than ever. "He's confident. He's mature," said Harmon. "We've built his swing together, so it's pretty easy to tweak if something goes wrong." I found that a wonderful, enlightening statement. The greatest golfer in history, who appears to be the ultimate solo performer, is actually the product of a team effort, and when the occasional bumps in the road arrive, the going is easier because of that fact.
Our approach to innovation is part golf swing, part secret recipe. There are specific elements we believe will help you and your company to be more innovative. But it's not a matter of simply following directions. Our "secret formula" is actually not very formulaic. It's a blend of methodologies, work practices, culture, and infrastructure. Methodology alone is not enough. For example, as you'll see in chapter 6, prototyping is both a step in the innovation process and a philosophy about moving continuously forward, even when some variables are still undefined. And brainstorming (covered in chapter 4) is not just a valuable creative tool at the fuzzy front end of projects. It's also a pervasive cultural influence for making sure that individuals don't waste too much energy spinning their wheels on a tough problem when the collective wisdom of the team can get them "unstuck" in less than an hour. Success depends on both what you do and how you do it.
The Innovation Decathlon
Here's the good news. Neither you nor your company needs to be best of class in every category. Like an Olympic decathlon, the object is to achieve true excellence in a few areas, and strength in many. If you're the best in the world at uncovering your customers' latent, unspoken needs, the strength of your insights might help you succeed in spite of shortcomings elsewhere. Similarly, if you can paint a compelling visualization of the future, maybe your partners (suppliers, distributors, consultants, etc.) or even your customers can help you get there. If there are ten events in creating and sustaining an innovative culture, what counts is your total score, your ability to regularly best the competition in the full range of daily tests that every company faces.
A Method to Our Madness
Because of the eclectic appearance of our office space and the frenetic, sometimes boisterous work and play in process, some people come away from their first visit to our offices with the impression that IDEO is totally chaotic. In fact, we have a well-developed and continuously refined methodology; it's just that we interpret that methodology very differently according to the nature of the task at hand. Loosely described, that methodology has five basic steps:
1. Understand the market, the client, the technology, and the perceived constraints on the problem. Later in a project, we often challenge those constraints, but it's important to understand current perceptions.
2. Observe real people in real-life situations to find out what makes them tick: what confuses them, what they like, what they hate, where they have latent needs not addressed by current products and services. (More about this step in chapter 3.)
3. Visualize new-to-the-world concepts and the customers who will use them. Some people think of this step as predicting the future, and it is probably the most brainstorming-intensive phase of the process. Quite often, the visualization takes the form of a computer-based rendering or simulation, though IDEO also builds thousands of physical models and prototypes every year. For new product categories we sometimes visualize the customer experience by using composite characters and storyboard-illustrated scenarios. In some cases, we even make a video that portrays life with the future product before it really exists.
4. Evaluate and refine the prototypes in a series of quick iterations. We try not to get too attached to the first few prototypes, because we know they'll change. No idea is so good that it can't be improved upon, and we plan on a series of improvements. We get input from our internal team, from the client team, from knowledgeable people not directly involved with the project, and from people who make up the target market. We watch for what works and what doesn't, what confuses people, what they seem to like, and we incrementally improve the product in the next round.
5. Implement the new concept for commercialization. This phase is often the longest and most technically challenging in the development process, but I believe that IDEO's ability to successfully implement lends credibility to all the creative work that goes before.
We've demonstrated that this deceptively simple methodology works for everything from creating simple children's toys to launching e-commerce businesses. It's a process that has helped create products that have already saved scores of lives, from portable defibrillators and better insulin-delivery systems to devices that help grow sheets of new skin for burn victims. (Chapter One)
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Bruce Nussbaum (Business Week) (MSL quote), USA
<2006-12-28 00:00>
Tom Kelley has unlocked the magic box of innovation for corporate America. At a time when creativity and innovation are the driving forces for the New Economy, Kelley shows how IDEO does it - and how companies everywhere can learn to build the products and services we all crave. If you're trying to create product lust, The Art of Innovation shows you how to do it." |
Jeffrey Pfeffer (Professor, Stanford Business School & author of The Knowing-Doing Gap) (MSL quote), USA
<2006-12-28 00:00>
Everyone talks about innovation and creativity, but IDEO has actually done it. The Art of Innovation provides detailed, actionable ideas about how to build an innovative culture and an organization that makes creativity seem routine. Its well-placed emphasis on management practices makes it a great read for anyone in any organization who wants to get better at what they do." |
Fast Company (MSL quote), USA
<2006-12-28 00:00>
IDEO Product Development is the world's most celebrated design firm. Its ultimate creation is the process of creativity itself. For founder David M. Kelley and his colleagues, work is play, brainstorming is a science, and the most important rule is to break the rules... Can this formula for creativity work in other places? Some of the world's leading companies certainly think so." |
An American reader (MSL quote), USA
<2006-12-28 00:00>
It is sad to say that, as a business writer, I read few business books. The reason is that the vast majority are bad: either they wildly exaggerate the novelty, hence the effectiveness, of some new technique or "movement," or they are supremely dull. Either way, the reporting in most of them is bad and conforms more to the ideology of the reporter than to any reality. A really good business book - one that stimulates genuine new thinking and that reports the facts freshly and accurately - are few and very far between.
I am happy to report that Kelley's book is positively excellent. Not only did it get me to re-think certain things I took for granted, such as the effectiveness of traditional marketing techniques, but it actually got me to imagine a different way of conceiving products, the "IDEO way." From now on, when I think of the flaws in things that I buy or processes that I encounter (and pay for), I will immediately question whether they could be better designed. As banal as it sounds, this book got me into that mode of thinking like virtually nothing else I have read in the business genre. I am almost embarrassed to admit that I found the book genuinely inspiring.
Even more astounding, the book reports accurately about a truly remarkable company, IDEO. It is a design and engineering company in Palo Alto, CA with offices worldwide, that designed the first mouse for Apple as well as an array of products that are working their way into the consumer mainstream (e.g. heart pacemakers, thick-handled toothbrushes, and the Aerobie football). From Kelley's telling of it, the place is full of creative individuals, healthy competition, and zaniness: with virtually no hierarchy or bureaucracy, they sit around playing and brainstorming and joking, coming up with innovations in great flashes of insight and lots of hard work. To put it mildly, I was skeptical: it sounded like many of the places that mediocre reporters extol as the "future" of innovative companies with ridiculous regularity and that are merely booster science fiction, complete with its own vocabulary ("Think verbs, not nouns"). When I went to the company for a writing project, I expected to find the ugly underbelly that went little reported, the "reality" that was typically hidden from all but those who worked there. Instead, I was delighted to find that I was being too cynical: I witnessed an organization that blended talent, discipline, and fun in its own unique way, the secrets of which Kelley attempts to pass on in "The Art of Innovation."
There are far too many nuggets of wisdom to summarize here. Regarding traditional marketing, for example, Kelley (and co-author Littman, who has a wonderful, clear writing style) argues that "observation-fueled insights" - both personal and via tests - will lead to more innovation than merely asking consumers what they like and want. This is, in my opinion, a fascinating insight that requires far more thought than the reader may imagine. All too often, market professionals take at face value what consumers say, rather than questioning whether they are trying to please the interviewer or don't really know their preferences. The key, Kelley asserts, is to anticipate their desires. He also shares the IDEO experience on the "perfect brainstorm" - and I watched them in awe myself - as they think outside the normal barriers of out thought. But there are many, many other subjects, such as their ideas on the control of personal space in the organization.
Nonetheless, in spite of their inspiration and irrepressible enthusiasm, IDEO engineers are not dreamers. They are down to earth businessmen and they know the limits of how far they can go in search of the "next big thing." Kelley continually warms the reader not to get carried away, not to become unmoored from deep-seated consumer preferences: as he puts it, "color outside the lines, but... stay on the same page." While a hit product combines good design and cost-efficiency, he warns, they also need good timing, which is extremely difficult to predict: you need some luck as well. In other words, there is substantial risk in what they do, and they fail often. Interestingly, IDEO employees are allowed to fail so long as they learn thereby to stay at the cutting edge or to take their idea and apply it in some new way in another product.
While most business books peter out long before the end - some do not even merit getting beyond the book flap - this book just kept getting better for me. The concluding chapters were just as interesting as the earlier ones, making new points and offering sound advice rather than merely recapitulating some banality. For example, at the very end, Kelley talks about one way that IDEO employees try to see the future: rather than seek to pull something out of thin air, they attempt to find "early adopters" of cutting-edge technologies that are not yet well known (or "distributed"). This is a subtle insight that I will study in the years to come. Indeed, this book seemed better to me on the second reading, which virtually never occurs, at least for me, in the business book genre.
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